In a rapidly evolving and highly competitive sector like the garments industry of Bangladesh, leadership and vision play a pivotal role in driving growth, attracting talent, and retaining buyers. But what happens when leadership turns toxic and suppresses innovation and integrity? The story of Mr. Azim (pseudonym), a former Merchandising Manager at a renowned garments factory, reveals a cautionary tale of mismanagement, politics, and the high cost of ego-driven leadership.

The Rise of a Mentor

By the end of 2023, Mr. Azim was managing a six-member merchandising team. His leadership was grounded in empowerment, collaboration, and professional growth. Despite the absence of a Head of Marketing, he tried to bridge the gap by leading marketing coordination, building buyer relationships, and guiding his team.

But there was a hidden storm brewing.

For 14 years, the CEO had dominated the organization with an authoritarian style. There was no strategic leadership structure—just one direct buyer and a top-down command system where decisions centered solely around the CEO’s preferences. His objective was not growth but control.

Azim noticed early on that there was no room for real career development unless one blindly followed the CEO’s “yes sir” culture. Creative input, independent leadership, and initiative were often punished or ignored.

Sabotage from Within

Mr. Azim’s immediate junior, Mr. Sabbir (pseudonym), took a different approach. Rather than aligning with his team, Sabbir sought proximity to power. He repeatedly visited the CEO’s home, mingled with his family, and gained favoritism—without informing his supervisor.

During the 2023 Annual Appraisal, Mr. Azim submitted performance reviews for his team with fairness and merit. However, behind the scenes, the CEO ignored these assessments. He directly rewarded Sabbir and others with undeserved promotions and higher salary increments—without consulting Azim.

Sabbir was promoted to Assistant Manager, while Azim was left humiliated and powerless. Worse still, the CEO attempted to tarnish Azim’s image to the Managing Director (MD), painting a false picture of incompetence to build his narrative.

An Honest Exit Under Threat

The growing injustice left Azim anxious and demotivated. He confided in the Group Head of HR, sharing that he had received an offer as a Senior Manager from another factory. The HR Head, sensing the urgency, tried to probe the CEO’s mindset by mentioning Azim’s potential resignation.

The CEO responded with a lie: “I’ve already fired Azim.”

This manipulation shocked the HR Head. It was clear the CEO wanted to discredit Azim and claim power over the situation. The HR Head advised Azim to immediately submit his resignation and inform management that it was voluntary, before the CEO could falsely announce he had terminated him. This advice protected Azim’s professional integrity.

Azim followed through and later expressed heartfelt gratitude to the HR Head for guiding him through a dangerous political minefield.

The Fallout: Talent Lost, Culture Collapsed

By the end of 2024, the damage was irreversible. All four key subordinates who had once worked under Mr. Azim resigned. The environment had become toxic under Mr. Sabbir’s supervision, who adopted a shouting culture, blamed juniors publicly, and created a hostile workplace.

What was left behind?

• A once-promising merchandising team was dismantled.
• Top performers were replaced with long-serving but under-skilled individuals.
• The company’s trading business deteriorated, losing major buyers due to mismanagement.
• Fear silenced middle management, as most were too afraid to challenge or speak up against the CEO.

Ironically, by the end of 2024, Mr. Sabbir himself was no longer in a functional leadership role. He had just one subordinate left, and the team’s performance was negligible.

A Reflection Between Allies

One year later, Mr. Azim and the HR Head met again, reflecting on the organization’s downfall.

They discussed how the CEO’s toxic grip, the MD’s blind eye, and the promotion of loyalty over merit had destroyed the company’s backbone. An environment once filled with talent and hope had been reduced to fear, mediocrity, and misdirection.

The story of Azim is not just about one professional’s journey. It is a warning to the entire industry:
“Ignore ethical leadership, and you will lose your future.”

Conclusion: A Call for Cultural Reform

This real-life case study underscores urgent lessons:

• Leadership is not control; it’s influence, trust, and vision.
• Career development must be based on merit, not manipulation.
• Organizations must create safe spaces where the truth can be spoken.
• HR must play a strategic role—not just administrative.

If the Bangladeshi garments industry wants to thrive globally, it must prioritize culture over control, transparency over ego, and growth over power games.