When Council Behaviour Becomes a Scourge on the Community
In January, I had the opportunity to attend the Rural Ontario Municipal Association (ROMA) conference. Each year, this gathering brings together elected officials from across the province to learn, share ideas, and advocate to the provincial government on behalf of their communities.
One of the most valuable aspects of the ROMA conference is the opportunity to connect with colleagues. Over the years, informal hallway conversations have allowed me to build relationships with councillors from across Ontario. I always appreciate the chance to reconnect, exchange perspectives, and hear firsthand what is happening in municipal politics throughout the province.
This year, a recurring theme emerged during many of those conversations: concern about inappropriate controlling, and troubling behaviour by some councillors and mayors. I heard repeated accounts of elected officials who view their role as a means to exert control or influence over staff, fellow councillors, and even their communities, rather than as a position of service.
These discussions reminded me of a comment I made during a Woodstock City Council meeting last fall, when I referenced the 2025 Canadian Municipal Barometer study. The study found that approximately 63 per cent of local politicians across Canada have experienced some form of harassment during their current term or campaign, including threats, insults, or property damage.
This raises important questions. Is this behaviour driven by ego? By narcissism? Or by a misguided desire for control?
Here is a compilation of input and thoughts from councillors around Ontario:
The Dangers of Ego in Municipal Politics
Municipal politics is the level of government closest to people’s everyday lives. It deals with things like roads, water, parks, housing, and community services. Because these decisions affect daily life, the behaviour and attitude of elected officials really matter.
One personality trait that can cause serious problems in local government is narcissism or performative behaviour.
Narcissism is more than confidence or strong opinions. It is an extreme focus on oneself, wanting attention, praise, and control, often without much concern for others. Performative Behaviour is the superficial support for causes to appear virtuous or progressive, without taking any meaningful action. In politics, this can show up in ways that slowly harm how decisions are made.
Why Municipal Politics Is at Risk
Local government often has:
- Small councils and teams
- Less public and media attention
- Long-standing working relationships
These conditions can allow big egos to grow unchecked. For some people, municipal politics becomes a platform for attention instead of a place to serve the public.
How Ego Hurts Local Government
1. Image Matters More Than Results
Egotistical leaders may focus on how decisions make them look instead of how those decisions help the community. Flashy projects may be chosen over important but less visible work, like planning for the future.
2. Listening Stops
Good councils depend on listening to staff, other councillors, and residents. Performative behaviour makes listening difficult. When someone believes they always know best, good ideas are ignored and teamwork breaks down.
3. Staff Are Treated Poorly
Municipal staff bring skill and experience to their work. Performative behaviour, such as public criticism or blaming others creates an unhealthy work environment. This can lead to stress, low morale, and staff leaving their jobs. Staff turnover in municipalities is a significant concern, with reported rates ranging from 10.6% to 31.3% in some Ontario municipalities. Key factors contributing to this turnover include burnout.
4. Disagreements Turn Personal
Debate is normal in politics. Ego turns disagreements into personal attacks. Council meetings can become tense, divided, and focused on conflict instead of solutions. A vote based on spite towards peers doesn’t serve to promote improvement or advancement.
5. Accountability Is Avoided
Controlling leaders struggle to admit mistakes. They may deny problems, blame others, or attack critics. This weakens transparency and damages public trust.
The Impact on the Community
When ego comes before service:
- Long-term planning suffers
- Progress is stalled
- Public trust declines
- Residents feel ignored
- Community needs are overlooked
Over time, people may become frustrated or disconnected from local government.
What Good Municipal Leadership Looks Like
Strong local leaders:
- Put the community first
- Listen to different viewpoints
- Respect staff and colleagues
- Take responsibility for their actions
- Focus on service, not attention
Municipal government works best when leaders are humble, open-minded, and willing to work together.
Final Thought
You might be thinking, Bernia, this only happens in big cities like Burlington or Barrie. It can’t happen here. Well, it can happen in municipalities large and small. We don’t have to look too far into the past to find elected officials who bullied and coerced council into voting to support a personal agenda. IYKYK.
Local government is not about personal recognition. It is about responsibility. Communities are strongest when leaders remember they were elected to serve, not to be admired.