When employees feel slighted, they work less | Penn Today

When Wharton management professor Peter Cappelli examined employee reactions to subtle slights, he found that even the tiniest feeling of disrespect triggers a measurable drop in effort. Workers who perceive being slighted cut back on tasks, answer emails slower, and disengage from collaboration. The study quantified the loss, showing a clear link between perceived mistreatment and lower output.

For technical leaders, the takeaway is concrete: micro-interactions matter. A brief dismissive comment in a stand-up or a skipped acknowledgment in a code review can ripple into reduced team performance. Managers should train themselves to notice tone, ensure appreciation is visible, and address perceived slights before they snowball.

Cappelli's data also suggests that the productivity hit isn't limited to a single individual; it spreads as colleagues pick up the slack or mirror the disengagement. In high-velocity engineering environments, that erosion can delay releases and increase burnout risk. Leaders can mitigate by fostering a culture of respectful feedback and quick conflict resolution.

The article backs these claims with survey results from multiple firms, highlighting that the cost of ignoring small interpersonal frictions can exceed the time saved by blunt management. By treating every interaction as an opportunity to reinforce respect, technical leaders protect both morale and output.