By Setsoto Kabelo, Journalist, Human Rights Advocate, and PhD candidate in English Language and Linguistics
At 8:15 a.m., Teboho (name changed to protect identity) walks into his office in Maseru, careful to avoid eye contact with his supervisor. Today, like most days, he must navigate a delicate balance: performing his duties efficiently while reading unspoken cues from management. Teboho is a contract employee, performing the same tasks as his permanent colleagues, yet he feels invisible in meetings and excluded from decision-making. “You learn to speak only when spoken to,” he confides, “or risk being labelled difficult.”
For many workers in Lesotho’s public service, Teboho’s experience is all too familiar. While workplaces are meant to foster productivity and professional growth, the reality for some employees is that navigating complex leadership dynamics and office hierarchies is an emotional and professional challenge.
Leadership is more than administrative oversight; it is a practice expressed through communication, decisions, and ethical governance. Supervisors set the tone for collaboration, trust, and professionalism. However, when leaders communicate with authoritarian tones or dismiss employee input, workplace culture suffers.
Experts in Critical Discourse Analysis note that language reflects power. Commands delivered without consultation, exclusion from discussions, or communication that instils fear can foster environments where employees feel undervalued, silenced, and disengaged (Fairclough, 2013).
“When communication is one-directional, employees feel powerless,” says a governance analyst in Maseru. “It undermines morale, diminishes productivity, and erodes trust.”
Lesotho’s public service is guided by laws and institutions that aim to protect workers’ rights. The Public Service Act sets standards for discipline, conduct, and administrative procedures. The Public Service Commission provides oversight on recruitment, promotions, and workplace fairness.
While these frameworks establish a foundation for ethical governance, their impact depends on how leadership applies them. Employees report that, in practice, uneven application of policies often undermines fairness, leaving contract and permanent employees exposed to unequal treatment.
A persistent challenge in many workplaces is the divide between permanent and contract employees. Contract workers, interns, and temporary staff frequently perform identical roles to permanent staff but experience less job security, fewer opportunities for professional development, and limited participation in decision-making.
This disparity creates invisible hierarchies that affect workplace interactions. Temporary employees may hesitate to voice concerns, fearing repercussions on contract renewal or career progression.
Labour protections under the Labour Code Order 1992 emphasise the right to fair treatment for all workers. Yet enforcement remains inconsistent, leaving many employees reliant on informal coping strategies to survive challenging workplace conditions.
Ensuring equality requires leadership that recognises contributions regardless of employment status and implements policies consistently across all staff members.
Workplace fairness is intrinsically linked to human rights. The Constitution of Lesotho guarantees equality, dignity, and protection from discrimination—principles that extend into professional environments.
Harassment, exclusion, and intimidation violate these rights and create workplaces where employees operate under fear rather than respect. Scholars emphasise that workplaces should embody ethical governance and respect for human dignity, not only as a legal requirement but as a practical foundation for effective service delivery.
“Employees are not just workers; they are citizens with rights that should be acknowledged and protected at work,” notes a human rights researcher.
Workplace challenges often have hidden emotional costs. Employees navigating difficult relationships with supervisors may experience anxiety, stress, and burnout, which can affect both personal wellbeing and institutional performance.
Research on emotional intelligence in leadership shows that managers who communicate with empathy, recognise contributions, and resolve conflicts effectively reduce workplace stress and increase productivity (Goleman, 2006).
Despite challenging conditions, many employees demonstrate remarkable resilience. Peer support networks, mentorship, and awareness of workplace policies help employees manage conflict and protect their rights. Increasing attention to mental health awareness in professional environments also provides essential resources for those experiencing stress.
Yet resilience should not be the only solution. Fairness, ethical leadership, and equal treatment must underpin the workplace itself.
Strengthening public institutions requires leadership that embodies fairness, ethical governance, and respect for all employees. Training programs focusing on communication skills, conflict resolution, and human rights principles are critical for building professional cultures where employees feel valued, supported, and empowered.
Every employee whether permanent or on contract contributes to institutional success. Their dedication, expertise, and wellbeing deserve recognition, protection, and equality in the workplace. As Lesotho continues to develop its institutions, fostering workplaces rooted in respect, fairness, and ethical leadership is essential. Only then can employees focus not on survival, but on fulfilling their professional potential while upholding the principles of dignity and human rights.
