I recently attended a course on dealing with abusive behaviour in the workplace. It was a worthwhile course overall. It provided me some tools to recognize problems and it gave me some examples of abuse that I may not have picked up on in the past.
Throughout the course we were inundated with statistics about how much more productive and efficient workplaces are where abusive behaviour is minimized. The facilitator seemed to revel in helping us justify to ourselves and our organizations why we should deal pro-actively with bullying, harassment and the like.
It really started to get under my skin after awhile. If I have promoted someone into a leadership position and they need to be given a business justification for not allowing one of their staff to harass another, I am thinking I have made a selection mistake.
Good leaders deal with abusive, unethical or dishonest behaviour on their teams, and many other difficult things, because they know it is the right thing to do, not because they think it will improve their efficiency.
Some things go beyond the bottom line.