In Brief
Workplace bullying causes harm, wreaks havoc on individuals, and costs billions annually. Allowed to fester, it will create a toxic workplace culture that undermines morale, productivity, and corporate reputations.
Addressing this requires clear anti-bullying policies, education, open communication, support for victims, and accountability for bullies. Creating a respectful, inclusive environment is crucial for organisational success and individual wellbeing.
This blog makes a case for a collective effort to eliminate workplace bullying and promote a healthy, empowering work culture.
Introduction
The effects of workplace bullying can be devastating for the individual, the organisation, and the economy.
When bullying behaviour comes from leadership, it is particularly powerful.
When enabled by colleagues who collude or condone this approach and an environment which demands performance at any cost, it becomes truly destructive and can shift the whole culture of the organisation.
These three dimensions – destructive leaders, susceptible followers, and conducive environments – are collectively known as the Toxic Triangle. When they align, they shape a toxic culture that poisons the whole organisation.
And it all begins at the top.
What do we mean by workplace bullying?
Workplace bullying is a pattern of behaviour involving intentional infliction of harm or discomfort on an individual. The behaviour is not an isolated event but a persistent pattern over an extended period. Acts of bullying may be overt, such as verbal abuse and physical intimidation, or subtle, such as exclusion and undermining someone’s work or contributions.
Bullies in leadership roles are particularly insidious, as they have the positional power to intimidate, manipulate, and belittle, often under the guise of driving performance.
Leadership behaviour also defines what is acceptable in terms of acting as role models for others. So, when the most senior leaders are seen to be bullies, it is hardly surprising that this behaviour then cascades through the rest of the organisation.
The impact of bullying on individuals and organisations
The effects of workplace bullying on individuals are profound and far-reaching.
Victims often experience a wide range of psychological issues, including stress, anxiety, depression, and a loss of self-esteem. These issues can lead to physical health problems, reduced job satisfaction, and poor performance at work – providing an excuse for further “robust management”.
It’s no exaggeration to say that at its worst, workplace bullying can be life-threatening.
The toll on the organisation includes a financial impact, with significant costs associated with decreased productivity, increased absenteeism, and higher staff turnover rates.
But the repercussions extend beyond these immediate financial costs.
Staff who are not the target of bullying will still be adversely impacted by the behaviour, living in fear they may be next. The erosion of morale and engagement undermines trust, teamwork, and collaboration, essential components of innovation and success.
A toxic workplace culture, fuelled by bullying, can also damage the organisation’s reputation, making it harder to attract and retain talent.
Types of workplace bully
There are several types of workplace bully that operate in organisations:
The Public or Direct Bully
Uses public forums to humiliate, scream at, interrupt, ridicule, ignore, and threaten the job security of their target.
The Silent or Indirect Bully
Attacks the ‘target’ in private whilst publicly coming across as pleasant and charming. Tactics include spreading rumours, talking maliciously about the target, and excluding the target from their inner circle.
The Critical Bully
Tactics include finding fault, blaming others, criticising performance, making unreasonable demands and late-night calls, and establishing unrealistic deadlines so that the ‘target’ is set up to fail.
The Insincere Bully
Uses ‘friendliness’ to gain gossip and information about others and then twists or embellishes the information to instigate conflict between the target and others. These tactics may not be realised for some time. Once realised, the target will appear emotional and angry to others, whilst the ‘friendly bully’ will appear wronged by their target.
The Hoarder Bully
This bully believes that ‘knowledge is power’. Tactics include hoarding resources and information and ensuring the target is excluded from meetings or decision-making. The target will appear helpless and incompetent in their role.
The Opportunistic Bully
This type of bully uses tactics to ‘move ahead.’ They will ‘walk over other people’ or block others from achieving their goals. They align themselves with senior management and are perceived as’ go-getters’.
Research suggests that a significant majority of workplace bullies are psychopaths occupying leadership positions and casting a long shadow over their teams. I will explore the impact of psychopathic behaviour and other traits of toxic leaders in a future blog.
Bullying tactics
There are several bullying tactics that bullies use. Initially, the victim will feel ‘gas-lighted’ and find it hard to put their finger on what is wrong.
You may recognise some of these:
Exclusion and isolation
The target is not invited to meetings or ignored; may be moved to a different unit.
Communicated as:
“You are not required at this meeting.”
Creation of an uncomfortable work environment
Through gossip, rumours, verbal threats, ignoring, and isolation, the bully creates a hostile work environment.
Communicated as:
“We are going for lunch, but you need to stay and finish the work.”
Unfair or destructive criticism
Bully provides feedback that is destructive, using words such as ‘lazy’, ‘incompetent’, ‘inadequate’.
Communicated as:
“You are getting fat and lazy.”
Blaming others for errors
Bully will look for a scapegoat to pin the blame on.
Communicated as:
“It was not my idea/work.”
Unreasonable job demands
The bully will ask for work to be delivered in an unreasonable timescale or in personal time, late at night, or at weekends. The bully will request the individual to cancel any holiday or vacation to complete the work demands.
Communicated as:
“I need this urgently and you need to complete this over the weekend or cancel your holiday now.”
Inconsistent application of rules
The bully applies different rules, such as timekeeping, to different individuals showing favouritism.
Communicated as:
“You don’t have a life, so you need to stay late.”
Threatening job security
The bully may threaten to fire the individual.
Communicated as:
“If you don’t follow my rules, then you will be getting your P45.”
Name-calling
Using derogatory names for individuals to belittle the individual in front of others.
Communicated as:
“You are such a slowcoach /idiot/prima donna.”
Verbal or nonverbal threats
Nonverbal threats include eye rolling, smirking behind the individual’s back, glaring, or staring, and mocking the individual. Verbal threats include threatening to take work away, shouting, and arguing.
Communicated as:
“Watch my lips.”
“Which part of ‘no’, don’t you understand?”
Demeaning or discriminatory comments
Comments such as about someone’s size, weight, or age, and other characteristics such as sex, religion, or disability.
Communicated as:
“It’s just banter. Where’s your sense of humour?”
Micro-managing
Constantly asking for reports or papers and making repeated changes that are relatively trivial but require the individual to stay late to make the changes.
Communicated as:
Received typically as red-inked words and comments.
Physical threats
Making threats to the ‘target’ that are regarded as intimidating, such as finger pointing or threatening to physically attack an individual.
Communicated as:
“Next time, I am going to break your arms.”
Strategies for combatting bullying in the workplace
Addressing workplace bullying requires a multi-faceted approach grounded in a commitment to fostering a respectful and inclusive culture.
Establish a Code of Conduct
Be clear about what is acceptable behaviour and what is not.
Promote awareness and education
Implement training programs to educate employees and managers about bullying, its effects, and how to respond appropriately to incidents.
Speak up
Create a culture of transparency where employees feel safe to speak up about bullying without fear of retaliation.
Identify the hotspots of fear
Run an engagement survey and measure the extent to which unacceptable behaviours are tolerated or colleagues believe they cannot speak up without fear of reprisal.
Zero tolerance for bullying
Take swift and appropriate action against individuals engaging in bullying, regardless of their position within the organisation.
Be the colleague you would like to work with
Promoting empathy, practising kindness, and engaging in self-reflection are crucial steps individuals can take to contribute to a more positive and supportive workplace culture.
Provide support systems
Offer counselling and support services to victims of bullying and ensure they have access to resources to help them cope with the aftermath.
Be an active bystander
While organisations have a duty to create safe and healthy work environments, it is up to you. If you see bullying, do not collude with it or ignore it.
KEY TAKEAWAYS
Workplace bullying is a complex issue that requires the concerted effort of individuals and organisations to address.
By recognising the signs, understanding their effects, and taking decisive action against them, we can dismantle the structures that allow bullying to thrive.
Creating a culture of respect, support, and inclusion is not just a moral imperative but a strategic one, essential for the organisation’s success and ensuring every individual is valued and empowered to achieve their full potential.
You can find out more in my book, Toxic Organisational Cultures and Leadership. And if you want to read more, do check out Annette Roter’s book on Understanding and Recognising Dysfunctional Leadership, published by Taylor Francis in 2017.
Dr Susan Hetrick
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