Each month, “The Balance Sheet” provides questions and answers from experts on a topic that’s important to you as a manager. Please feel free to share this information with other colleagues who also manage people.
Q. What are the most common bullying behaviors in the workplace? I would like to know what they are so I am more likely to spot them or believe employees when the come to me with complaints.
A. According to one study, the most common bullying behaviors in the workplace include falsely accusing someone of errors; staring at, glaring at and nonverbally intimidating the person; discounting the person’s thoughts or feelings, such as by saying “Oh, I can tell you’re new here,” saying “Duh,” or “Everyone knows that”; giving a coworker or subordinate the silent treatment; and making up rules up on the fly. Other common bullying tactics include backstabbing, assigning undesirable work and socially isolating the victim from coworkers. You can learn more about bullying behaviors from BJC EAP, but a comprehensive list is also available from the Workplace Bullying Institute. Educating employees about bullying has a major impact on preventing it. As you can see, some of these behaviors are difficult to measure, but you’re right, knowing what they are will help you hear complaints with a more open mind and be less likely to minimize their significance.
Q. I know bullying is not limited to line employees and that some managers can be guilty of this behavior. Is there any research that discusses why bosses bully? Can bullies “self-diagnose,” see their symptoms and self-correct? How many employees experience bullying?
A. A study conducted in 2009 by the University of California, Berkeley examined the idea that bullying among managers might result from feelings of inadequacy about the job. Several other studies that focused on bosses as bullies demonstrated this link — that aggression goes up when one feels threatened. One study estimated that 37% of workers claim their bosses had sabotaged their work, belittled them or yelled at them. No study can say that every boss who bullies feels inadequate, but this is a recurring finding in boss-as-bully studies. A coping mechanism frequently seen by employees in these studies is overly praising or flattering the boss. A supervisor who is on the receiving end of this behavior may wish to consider whether his or her supervision style includes a strong bullying component. Of course, there is no better place to discuss a change in this type of communication than at BJC EAP.
Q. I am a supervisor with high expectations, but could I be called a bully? Is there an officially recognized definition of bullying in the workplace?
A. There is no official definition of bullying, although there is an ongoing legal and legislative movement toward establishing one. Most well-honed definitions include a variation of “repeated health-harming mistreatment toward one or more employees by one or more perpetrators that undermines the normal flow of productive work.” This definition of bullying links it to its harmful effect on business. The bottom line is that behavior toward your employees that is persistently troublesome will adversely affect their well-being and work situation. You can be a tough supervisor but still not be a bully. It’s helpful for supervisors to know a few of the common social and psychological issues that influence bullying, such as feelings of incompetence in handling one’s job as a supervisor. Feeling stuck and angry and believing that the organization has overlooked your promotion is also common to bullying supervisors. Feeling that one’s position is threatened by a highly popular or competent colleague or supervisor can be a precursor to bullying too. Personality clashes are also common and personal problems that add to feelings of insecurity and inadequacy can contribute as well.