Workplace Bullying

Workplace Bullying: A Leadership Wake- Up Call

Workplace bullying is not just an HR issue; it is a crisis that poisons productivity, shatters morals and drives talented employees out the door. It is a leadership failure and if you are a CEO, department head, manager, team leader or line supervisor, the responsibility to combat it starts with you.

The Reality of Workplace Bullying

Workplace bullying is defined as repeated, health-harming mistreatment of one or more employees by one or more perpetrators. It includes verbal abuse, intimidation, humiliation, sabotage and undue criticism. According to the Workplace Bullying Institute, nearly 30% of employees experience bullying at work, while 61% of workplace bullies are in positions of power.

The psychological toll is profound. Studies indicate that prolonged exposure to workplace bullying can lead to chronic stress, PTSD, depression and physical health problems, including hypertension and weakened immune response. A 2023 study by the American Psychological Association found that victims of workplace bullying were twice as likely to suffer from major depressive episodes compared to their non-bullied colleagues.

The financial cost to businesses is staggering. In the UK alone, workplace bullying is estimated to cost employers £18 billion annually in lost productivity, absenteeism and turnover. A significant proportion of these losses stem from employees taking sick leave due to stress and anxiety caused by toxic work environments. Moreover businesses that fail to address bullying risk losing their most talented employees, as high performers often leave when they feel unsupported and unsafe, leaving employers with the least talented cluttering their teams.

The Psychology of Workplace Bullies and Envy Dynamics

Workplace bullying is often fuelled by deep-seated insecurities on the part of the perpetrator. Bullies frequently target individuals they perceive as a threat – those who are more intelligent, successful, popular, admired and respected within the organisation. Rather than working on their obvious deficiencies, bullies resort to undermining and sabotaging high performers to restore a false sense of superiority.

Envy-driven bullying manifests through:

Public undermining to erode a talented employee’s credibility.
Spreading false rumours to damage reputations.
Exclusion from key projects or decision-making to limit their influence.
Micro managing or over-criticising to instil self-doubt.
Understanding this dynamic is crucial for leadership. If you notice bullying behaviours, ask: What is the bully’s underlying fear? Addressing these root causes is as important as stopping the abuse itself.

Employer’s Duty of Care: Know the Law

Under workplace and employment law, every employer has a duty of care to provide a safe and healthy work environment, free from harassment and intimidation. Workplace bullying is often legally categorised under harassment, discrimination or constructive dismissal, depending on the nature and severity of the behaviour.

Key legal frameworks to be aware of:

Health and Safety at Work Act 1974 (UK) – Employers must ensure the health, safety and welfare of employees, including psychological well-being
Equality Act 2010 – Protects employees from harassment based on race, gender, disability, sexual orientation and other protected characteristics.
Fair Work Act 2009 (Australia) – Defines workplace bullying and provides employees with legal recourse.
Occupational Safety and Health Act (US) – Requires employers to maintain a work environment free from recognised hazards, including psychological abuse.
Employment Rights Act 1996 (UK) – Protects employees from unfair treatment and wrongful dismissal.

Ignoring workplace bullying isn’t just morally wrong, it’s legally dangerous.

Who is Most at Risk?

While anyone can be a target, certain groups are more vulnerable.

New Employees: Often unsure of their rights and eager to please, they may tolerate mistreatment.
High Performers: envy-driven bullying can target employees who excel or innovate.
Women and Minorities: Studies show these groups experience disproportionate levels of workplace bullying.
Those with Disabilities: Individuals with disabilities are frequently subject to exclusion and demeaning treatment.

Introverts and Empaths: Their quieter, more reserved nature can make them prime targets for aggressive personalities.

Should Employees Be Able to Appraise Their Managers?

One of the major drivers of workplace bullying is unchecked power. Many bullies hold managerial roles, making it difficult for employees to report issues without fear of retaliation. Allowing employees to anonymously appraise their managers can create a more balanced dynamic and prevent bullying from fostering in secrecy.

Key benefits of employee-led manager appraisals.

Increased accountability: Managers are held responsible for their treatment of employees.
Early Intervention: Bullying behaviours can be identified before they escalate.
Empowerment of employees: Encourages a fairer and healthier workplace culture.

Companies that introduce 360–degree feedback mechanisms where managers are also reviewed by their teams, tend to have stronger more transparent cultured that actively deter workplace bullying.

Introducing Regular Mental Health Checks for Managers

To prevent workplace bullying from taking root, organisations should implement regulations mental health checks for managers. These assessments can help identify early signs of ego-tripping, hidden discrimination and abusive leadership tendencies. Evaluating a manager’s emotional intelligence and leadership approach can prevent toxic behaviours before they cause harm.

Key benefits of regular mental health assessment of managers.

Promotes self-awareness: Helps managers recognise and correct destructive patterns.
Early detection of power abuses: identifies individuals who may be using their authority improperly.
Encourages a culture of support: Provides managers with tools and training to lead with emotional intelligence.
Improves workplace well-being: Ensures that employees feel psychologically safe at work.

By integrating mental health evaluations into routine leadership assessments, companies can create a culture of ethical leadership and accountability.

Are More Equal Rights Needed for Employees?

Despite existing workplace laws, many employees remain vulnerable due to the imbalance of power between employer and employee. Strengthening employee rights can help prevent workplace bullying by:

Granting employees greater autonomy in reporting and resolving disputes.
Ensuring whistle blower protections to safeguard those who expose toxic behaviour.
Providing independent HR channels that operate separately from corporate influence.

By implementing stronger worker protections, businesses can create environments where employees feel safe, valued and respected.

Society Must Take a Stand

Workplace bullying is not an isolated issue, it is a reflection of broader societal failures. Employers must lead the charge in eradicating workplace bullying by holding perpetrators accountable and prioritising employee well-being.

The time to act is now. Will you be a leader who protects your people, or one who allows a toxic culture to persist?

A workplace where respect is non-negotiable is a workplace that wins.