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The purpose of this paper is to bring to light how betrayal can be found between individuals in organizations, and gives examples of how this can be avoided and managed effectively to create more collaborative and supportive working environments.

This is a viewpoint paper which discusses how betrayal is viewed and responded to by leaders in organizations. This paper makes use of the authors' personal experiences of leadership.

This article proposes a framework for recognizing patterns in behavior in organizations; especially between individuals, from which feelings of betrayal can occur.

The article describes “betrayal” in the context of small, medium and large organizations; however this is deemed to be something which is defined by the individual who has experienced the feelings of betrayal, making this a difficult concept to define universally.

The findings in this viewpoint can be applied to experiences of leadership and betrayal across the public sector.

This paper explains that naming the feeling of betrayal enables the proposal of a new framework, in which patterns in behavior can be identified which will enable leaders to understand their own responses and those of their employees. This will allow leaders be more readily aware of the “psychological contract” which exists between them and their colleagues, and to learn how to manage their relationships more effectively in light of this and the subtle expectations of their employees.

This paper examines the extent to which discounted cash flow methods — the theoretically preferred capital investment appraisal approach — are used in the evaluation of capital projects within the United Kingdom.