Is employee activism a threat or opportunity?

While many leaders see employee activism as a threat or a disruptive force, one workplace activist suggests that, when managed constructively, it can serve as a powerful catalyst for progress, trust, and organisational strength.

Speaking with HR Leader, Michelle Gibbings, workplace expert and award-winning author, shared insights on how leaders can embrace employee activism and reframe it from a disruptive force into a valuable opportunity for organisational growth. She also outlined actionable strategies for leaders to channel activism in a constructive direction.

Gibbings pointed out that many leaders perceive employee activism as a disruptive force because it “challenges established hierarchies and introduces uncertainty into organisational dynamics”.

In traditional corporate structures, she explained, leadership has long depended on “top-down control”, where decisions are handed down from the executive suite to the frontlines. However, Gibbings noted that activism “flips this model” by “elevating employee voice and questioning the status quo”.

Gibbings observed that the rise of social media has “further heightened this perception”, with employees now able to “publicly air concerns, often in real time”.

For leaders, she explained, this adds a new layer of pressure as it introduces “reputational risk and fuels fears of losing control over the narrative, provoking stakeholder backlash, or having strategic priorities derailed”.

The benefits of employee activism

But according to Gibbings, the presence of activism doesn’t have to signal conflict. In fact, she argues that it is a crucial early warning sign – one that leaders would be wise to heed.

“The opportunity lies in reframing activism not as a threat, but as a signal – an early indicator of potential cultural misalignment or emerging ethical concerns. It offers leaders real-time insight into what matters to their people,” she said.

When leaders take the time to “listen with intent and respond transparently” to activism, Gibbings argued, organisations often strengthen “trust, resilience, and loyalty”.

Strategies to channel this

So, how can leaders reframe their response and turn activism into a force for constructive change? Gibbings highlighted three key strategies that leaders can use to channel employee activism into positive outcomes:

1. Create safe, structured channels for open dialogue – “Give employees space to raise concerns internally before they spill into the public domain. Crucially, these forums must be genuine, not performative,” she said.

2. Engage with a willingness to understand, not to defend – “When activism emerges, resist the urge to push back. Instead, ask: What’s being said and why? What values are in question? Constructive engagement starts with a willingness to listen and understand.”

3. Work together to find solutions – “Where appropriate, involve employees in shaping the response. This collaborative approach builds trust, fosters shared ownership and signals a more modern, inclusive leadership style.”

Mistakes to avoid

However, Gibbings warned that one of the biggest missteps leaders can make in responding to employee activism is giving in to the impulse to react “defensively” by “minimising concerns, restricting communication, or silencing dissent”.

She explained that this reactive approach “often backfires, eroding trust and [increasing the likelihood of employee] disengagement”.