Leadership Crisis: Bullying At The Top Can No Longer Be Tolerated

June 9, 2026

BP have returned to the spotlight following the immediate dismissal of its chairman, Albert Manifold, last month. The decision was reportedly driven by serious allegations relating to governance and standards, particularly following a whistle-blower report that identified a pattern of bullying and overbearing conduct within the organisation.

BP has not publicly confirmed the precise nature of the allegations, and Mr Manifold has also declined to comment on specific details. However, sources close to BP’s board suggest that concerns included aggressive behaviour towards colleagues across the organisation, as well as claims unattributed that he made use of five-star hotels in London and attempted to secure roles for individuals within his “wider circle”.

Mr Manifold has strongly denied all allegations, stating “I was removed without warning and without explanation. I dispute entirely the characterisation of my conduct” and describing the claims as “false allegations”.

Legal action now appears likely. His legal representatives at Mishcon De Reya indicate that he was on track to earn £1 million this financial year, in addition to £888,000 in fees allegedly owed for the previous year.

This development marks the fifth chairman change at BP since 2020, raising serious concerns about leadership stability and organisational culture at the highest levels. These concerns are compounded by previous leadership controversies, including the dismissal of former CEO Bernard Looney in 2023 after he admitted to misleading the board about personal relationships with colleagues.

Shortly after Mr Manifold’s dismissal, BP also announced the departure of William Lin, head of its gas and low carbon business, moving the company from one leadership issue to another.

Lessons for Employers

BP’s current situation highlights a fundamental shift in expectations of executive leadership. Culture, conduct and leadership behaviour are no longer secondary to performance, they are central to maintaining employee engagement and building customer trust.

Organisations that embed respectful, values led leadership are far more likely to secure sustained buy in from both their workforce and the market. Increasingly, brand strength is defined not just by results but by how those results are achieved.

The situation also underscores the critical importance of reputation. For established organisations, reputational damage linked to leadership conduct can erode trust almost instantly impacting internal morale, customer perception and investor confidence.

BP provides a clear example: reports indicate declining staff morale, and its share price has reacted negatively following the abrupt dismissal of Mr Manifold. Organisations that fail to adopt modern, commercially focused approaches to managing disputes and dismissals risk damaging both engagement and long-term value.

How we can help

In today’s environment, organisations need more than reactive legal advice, they need proactive strategies to prevent issues arising and to protect both culture and brand integrity.

We support organisations in navigating complex and sensitive senior level employment matters by combining legal expertise with commercial awareness. We can assist with:

  • Supporting complex workplace investigations;
  • Providing strategic, commercially focused dismissal advice;
  • Developing practical, effective workplace policies; and
  • Delivering leadership and management training.
The legal perspective

BP’s handling of Mr Manifold’s dismissal illustrates several key legal risks for employers, particularly when dealing with senior executives.

A fair process remains essential, even at board level. While employment protections for directors (especially non-executives) may be more limited, principles of fairness still apply. A summary dismissal without warning, explanation or opportunity to respond, as alleged can expose organisations to claims of unfair or wrongful dismissal.

Where misconduct is alleged, investigations must be thorough, evidence based and properly documented, even where speed and confidentiality are important.

In addition, senior executives often have detailed service agreements covering notice periods, bonuses and incentives. If gross misconduct cannot be established, organisations may still be liable for notice pay, bonuses or other contractual entitlements, creating significant financial exposure.

The reputational perspective

Increasingly, senior level employment decisions sit at the intersection of legal risk and brand protection. Mishandling can lead to serious commercial consequences.

A poorly managed dismissal process can:

  • Undermine confidence in leadership and governance;
  • Create perceptions of board level instability;
  • Damage employer brand and impact recruitment and retention; and
  • Trigger negative media coverage, affecting investor and customer confidence.

Even where a dismissal is justified, a process that appears opaque, rushed or unfair can erode trust in decision making, particularly where leadership behaviour is closely tied to brand identity.

Future Content

We have a webinar coming up on the 18th June 2026 on workplace investigations, covering secret recordings and deepfakes and the risks these pose for HR, register now to secure your place!

If you would also like to discuss the issues raised in this article, please contact us.

Darren Smith
Partner, Employment
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This reflects the law and market position at the date of publication and is written as a general guide. It does not contain definitive legal advice, which should be sought in relation to a specific matter.

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