Bro culture in the workplace sees a specific, often stereotypically masculine social dynamic

By Janet Tarasofsky, business psychologist

“No way Bro!” said the daughter to her mother

Last week during an interesting date with my 20-year daughter, she said these highly gendered words to me. 

I was genuinely confused as to who she was speaking to, looking around me to see if anyone else came into the room, but saw no one. 

When I questioned her use of the term Bro, my daughter looked at me with pity and spoke really slowly as she explained that ‘everyone’ used the term 'Bro' these days, it's clearly gender-neutral.

Flashbacks from my past zoomed through my brain and I realised that we have been using terms like Dude, Guys and Man consistently over several decades, this is just another manifestation of the male default.

I wonder why people think it’s cool to refer to each other as men?

There is something more sinister about the term bro because of its association with the highly toxic 'bro culture' where hyper-masculine traits like competitiveness, male bonding, and a disregard for inclusivity reigns supreme. This culture, often found, in various tech companies, college fraternities, or politics, can be dangerous for women and other minorities.

Understanding the broader implications of the bro culture becomes important for us before we start casually using terms like Bro. If not, are we perhaps endorsing aggression in the workplace and disempowering the organisations that tenaciously work towards collaboration and equality?

Understanding the bro culture

At its core, bro culture prioritises traditional views of masculinity—dominance, aggression, and competitiveness (Brown & McMahon, 2021).

From a young age, boys are often socialized to adopt certain traits—strength, independence, and emotional stoicism are celebrated, while vulnerability and empathy are discouraged (Kivel, 2011). This conditioning can lead to the formation of close-knit male groups that reinforce these values, often at the expense of others.

While male bonding is as natural to human connectivity as all human bonding, arguably this particular form can generally be more extreme, which may lead to toxic behaviours.

The company culture of the past, those built on hierarchy and control, left many employees deeply unhappy (Saddique et al, 2020).  The work cultures of the past showed employee’s unhappiness led to lower engagement at work, less job satisfaction, and a higher willingness to leave.  

Powerlessness of employees translates into a lack of meaning in their work, with most decisions laying in the hands of the few (Saddique et al, 2020). As a result, a new style of leadership began to be introduced, one based on transformation, inspiration and supporting their teams to grow. In turn, the Bro culture can pose a threat to a healthy and respectful workplace because it puts the emphasis on hyper male behaviours, like dominance and survival of the fittest.

The bro culture has been referred to as toxic, partly due to its exclusionary nature. It focuses on hyper male attitudes and shows strong camaraderie towards people like them, much to the detriment of everyone else. Anyone who doesn’t fit the Bro mould may be 'othered' and so does not fit, nor is valued. Research and history show that such cultures create a breeding ground for exclusion (Guzmn, 2023). Interestingly, there is a strong correlation between 'command/control' style organisations and harassment (Brown & McMahon (2021). The bro culture tends to normalise inappropriate behaviour and reduces accountability. Hurtful slang
and offensive jokes become part of everyday organisational banter, regardless of how it affects others; and the insinuation is that if you can’t take it, then grow thicker skin or leave. There is a rejection of vulnerability and emotional expression which is equated to weakness, rather than human empathy. 

Such environments can stifle creativity and productivity and reinforce group think, leaving a lack of innovation and diversity of thought.  As employees feel pressured to conform to the prevailing attitudes, they are more likely to remain silent when they have an idea or a challenge. Silence is the antithesis to productivity, because people feel stifled and unable to be themselves or feel valued. Consequently, engagement levels decline, and employees stop caring about the organisation.

How can we Accelerate Action to counter the toxic Bro culture from prevailing? 

1. Recognising the detrimental effects of bro culture is the first step in addressing it

Organisations and individuals must take proactive measures to challenge these norms. Leaders in politics and businesses must recognise the harmful impacts of this culture and actively work to dismantle it. This involves promoting diverse leadership, encouraging accountability, and fostering environments where all voices are heard and respected.

2. Work with the leadership.  

In the current environment, where Diversity, Equity and Inlcusion (DEI) pushback is trending, it requires more than just calling out problematic comments. A cultural shift that values inclusivity, empathy, and collaboration is key.

Leaders within organisations and communities should model behaviours that counteract the culture, setting the standard by promoting collaboration, respect, and empathy. By creating clear and accountable processes, like policies regarding harassment and discrimination, people can be held accountable for their actions.

3. Encourage Vulnerability

Encouraging emotional expression and vulnerability among men can help dismantle the stoic ideals of masculinity often championed by bro culture. Workshops and support groups can provide safe spaces for men to explore their emotions.

4. Be mindful of your language

Language is a powerful socialising tool and has been used since the beginning of history to create the male default (Caroline Criado Perez,2020). For this reason, we need to be mindful when we call each other ‘Guys’ or ‘Bro’ and, on the flipside, be careful not to use female words in a derogatory way. It
matters!

By challenging the norms that sustain bro culture, we can all help accelerate action towards a more equitable future for women.

Reference:
Crandall, E.K., Brown, R.H., & McMahon, J. (2021). Magicians of the Twenty-first Century: Enchantment, Domination, and the Politics of Work in Silicon Valley. Theory & Event 24(3), 841- 873.
Paul Kivel, (2011) Act Like a Man 
Siddique, C. M., Siddique, H. F., & Siddique, S. (2020). Linking authoritarian leadership to employee organizational embeddedness, lmx and performance in a high-power distance culture: a mediation-moderated analysis.
Guzmn, E., Fischer, R. A., & Kok, J. (2023). Mind the gap: gender, micro-inequities and barriers in software development. Springer Science+Business Media.
Caroline Criado-Perez, 2019. Invisible Women: Exposing Data Bias in a World Designed for Men

Janet Tarasofsky is a Managing Psychologist at Pearn Kandola and founder of Speaking Rights, a consultancy that speaks on matters of inclusion in the workplace. She earned her Psychology degree from Birkbeck, University of London where she researched the effects of Employee Voice in the workplace and the ability to challenge norms. Janet’s work focuses on creating inclusive workplaces through working closely with her clients on policies, strategies, and behaviours. She has a particular interest in inclusive recruitment and psychological safety. Janet is also a multi award winning speaker, trainer, and consultant who offers valuable insights into how to better navigate behavioural change and equality in the workplace.