Recent psychosocial health and safety obligations have increased organisational responsibility for identifying and managing psychosocial hazards. While bullying, harassment and workplace conflict receive considerable attention, workplace incivility remains an overlooked hazard despite its potential to cause significant harm (McCormick et al, 2023). Incivility refers to low-intensity behaviours that violate norms of mutual respect, such as dismissive comments, interrupting colleagues, excluding others from discussions or failing to acknowledge contributions (Andersson and Pearson, 1999). Although seemingly minor, repeated exposure can contribute to psychological distress, reduced well-being, impaired workplace relationships and escalation into more serious harmful behaviours (Laschinger et al, 2009; Schat and Frone, 2011; Yang et al, 2023). Research suggests incivility is often driven by organisational factors including excessive demands, poor leadership support, low procedural fairness, inadequate recognition and poorly managed change (Laschinger et al, 2009; Bambi et al, 2018). As pressure and uncertainty increase, disrespectful interactions can become normalised, increasing the likelihood of bullying, harassment and counterproductive workplace behaviours. Drawing on contemporary research and psychosocial risk assessment data from Australian workplaces, this paper examines workplace incivility through a psychosocial risk management lens. It explores organisational drivers of incivility, its relationship with other harmful workplace behaviours, and the critical role of leaders in prevention. The paper argues that early intervention and system level controls are essential for fostering respectful and psychologically safe workplaces.