Imagine the following: A manager who is tasked with leading his team to success, finds himself walking on eggshells. He’s undermined by rumours and sabotaged because of withheld information.
Who is the culprit? It’s not a peer or superior, but a subordinate. Welcome to the dark world of upward bulling, a force that is often misunderstood and which quietly undermines workplaces and careers. Even though upward bullying can have a devastating effect, it is often overlooked in workplace discussions. Break the silence.
The Nature of Upward Bullying
Subordinates who are committing upward bullying use tactics like rumours, gossip, undermining and even organisational policies and processes in order to make unfounded claims of downward bullying. This is done to manipulate and intimidate their superiors. As upward bullying is not a formal act, it relies on covert and subtle strategies. They may instead use informal influence, such as withholding important information or rallying peers to create a power deficit.
Studies have shown that upward bullying can negatively impact managers and the climate of the organization. Even when they are found to be innocent of downward bullying their reputations can still be ruined. However, HR policies and academic studies often ignore upward bullying, despite the consequences. This leaves many managers without support.
The Personal Perspective on Upward Bullying
My research on this phenomenon was inspired by a personal experience that had devastating consequences. A manager at the Ministry of Defence was faced with resistance by an individual who weaponized the internal bullying complaint procedure to undermine legitimate efforts in performance management. The organisation assumed that the manager was to blame, and left them feeling isolated and unsupported. The manager was forced to leave his organisation due to the negative impact on his reputation, health, and well-being. This is a reminder of the damaging effects of upward bullying.
What drives upward bullying?
There are many factors that can lead to upward bullying, including individual, relationship, and organizational factors.
Ambiguity in Roles Undefined roles can lead to issues and allow subordinates the opportunity to challenge authority.
* Perceived Unjustice Employees who feel mistreated or ignored may turn on managers in frustration or resentment.
* Power Conflict: Informal dynamics of power, such as social alliances and expertise, can enable subordinates challenge management authority.
* Culture Factors : Organisational cultures that tolerate or overlook bullying can worsen the problem.
Consequences beyond the Individual
The effects of upward harassment extend far beyond the manager. They can affect team morale, culture and productivity. The targets of upward bullying experience psychological distress, decreased job satisfaction and burnout. The lack of support and recognition can lead to these effects. This leads many people to quit their jobs, destabilising the team and increasing turnover costs.
In a larger context, upward bullying can create toxic environments that foster mistrust, inefficiency, and disengagement. Teams that witness such dynamics might hesitate to collaborate for fear of similar treatment or mimic the behavior, perpetuating a dysfunctional cycle.
Why research matters: Addressing the Silence
The prevalence of upward bullying and its consequences are underreported. It is also poorly understood. The existing workplace bullying literature is overwhelmingly focused on horizontal or downward bullying, ignoring the experiences of managers. This imbalance leaves a gaping hole in the organisational strategy, as many are not prepared to intervene or identify cases of upward harassment.
The language used to define bullying can be a major obstacle in addressing it. Associating “victim” with failure or weakness, many managers are reluctant to admit that they have been bullied. Policies often assume managers are perpetrators and perpetuate the belief that subordinates can’t bully those who hold positions of authority.
Steps to combat upward bullying
Organisations must take a proactive and holistic approach to address this issue.
1. Policy revisions HR policies should recognize upward bullying as an issue that is legitimate in the workplace. The definitions should include specific behaviours that are associated with this dynamic. For example, withholding information and filing unfounded complaints.
2. Training Programs Leadership training should equip managers to identify and tackle upward bullying. Subordinate training must emphasize mutual respect and explain the consequences of manipulative behavior.
3. Support System: Establishing confidential, neutral support mechanisms encourages managers to voice concerns without fear.
4. Cultural change: The key to a bullying-free workplace is to foster a culture of inclusion and respect. Open communication and a focus on accountability can help reduce toxic behaviors.
The Way Forward
The issue of upward bullying is a critical one that is not well-known. We can start to dismantle harmful power dynamics by bringing this issue into the light. By addressing upward bullying, we not only protect managers, but also improve team cohesion and productivity.
It’s time for a new narrative that acknowledges the complexity of the workplace dynamics. It is time to acknowledge upward bullying, not just as an aberration but as a real challenge that demands our attention. Together, we can turn workplaces into places of mutual respect and growth.
