If you think workplace bullying is a bigger issue than managers often suspect, you’re right. Research supports that workplace bullying simply often goes unreported but it’s still happening. In their Employee Rights and Employee Policy Journal article, Researchers Loraleigh Keashly and Joel H. Neuman said a study of the VA healthcare system, the VA Project, showed a gap between those who experienced workplace bullying and those who reported it their experience to a supervisor. “Of the people identified as being exposed to bullying behavior (36 percent of the total sample), 53 reported their experience to a supervisor. An even smaller proportion (15 percent) filed a formal grievance.”

Possible reasons for not reporting bulling behavior at work:

• Lack of awareness of what one is experiencing
• Feeling each bullying incident is minor in isolation
• Fear of being deemed “overly sensitive” or unable to adapt to the work culture
• Feeling the organization isn’t supportive of employee concerns
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A great leader creates a positive work culture with empathy, humility, teamwork, and the idea that empowering employees not only shows them respect but also encourages productivity. It’s building people versus power-tripping people, looking out for the organization and the team versus one’s ego.

When a manager isn’t a leader, the entitled power-tripping can play out in such ways as:

• Micromanagement
• Pulling rank
• Ignoring issues that matter to employees
• Positioning themselves above grunt work
• Denying employees opportunities without explanation

When the boss isn’t the power-tripper
When the power-tripper is a co-worker, often he or she will just take the power. I call this move the “power grab,” and I’ve witnessed it so many times both on the job and in my volunteer work. Someone on your level (or in the case of volunteer work, any level) simply starts acting like he or she can boss you around. It’s a gross move that sets up a hierarchy and often sets the stage for bullying. Whe...

We may know how to recognize bullying at work. But to create a more compassionate culture, it’s not enough to identify what’s wrong. If you were thrust into a leadership position yourself, would you know how to create a positive culture for your employees?

If we look at management effectiveness on a continuum, we put effective management (using empathy, humility, teamwork, respect, and empowerment) on one end and ineffective management (abuse) on the other. At various points along the continuum, we’d have some positive tactics (consistent communication, celebrating wins, honoring employees’ expertise) and some negative tactics (micromanagement, pulling rank, ignoring issues, positioning above grunt work, denying employees opportunities without explanation).

The bottom line
Regardless of whether or not bosses lead well 100 percent of the time, we can watch their actions to understand their underlying management philosophies. The bottom line is that managers who look out for the organiz...

Workplace bullying is painful no matter how to slice it. But for those with narcissistic mothers, workplace bullying can both trigger open childhood wounds and affirm feelings of unworthiness.

In her book Will I Ever Be Good Enough?: Healing the Daughters of Narcissistic Mothers, author Karyl McBride, Ph.D., says that some high-achieving daughters aka “Mary Marvels” focus on achievement as a way to prove to the world (and to their mothers) that they’re worthy. Struggling with feelings of inadequacy and growing up having to be doers to feel accepted and approved by their mothers, these daughters often didn’t receive validation in early years and don’t learn to validate themselves. “She [a high-achieving daughter] often succumbs to the lure of doing more and trying harder in ways that bring validation from others. This is an unconscious seduction because Mary Marvels are almost highly skilled and competent…. The praise appears to fill the emptiness, but relying on external praise can cr...

Through their in-depth American Working Conditions Survey (AWCS) of 3,066 U.S. workers, Rand Corp., Harvard Medical School, and the University of California, Los Angeles found that “the American workplace is very physically and emotionally taxing,” CBS reports.

Before you say “I could’ve told you that,” let’s see how bad it really is:

• 1 in 5: the number who say they face “a hostile or threatening environment at work, which can include sexual harassment and bullying.”
• 1 in 2: the number who say they face “unpleasant and potentially hazardous” conditions.
• 3 in 4: the number who say they “spend at least a fourth of their time on the job in ‘intense or repetitive physical’ labor.”
• 4 in 5: the number who say they’re required to be present at work rather than telecommute.
• 2 in 5: the number who say “their jobs offer good prospects for advancement. And the older they get, the less optimistic they become.”
• 1 in 2: the number who say they “work on their own time to meet the demands of
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A major publication made the connection between sexual harassment and workplace bullying.

This article’s a big deal.

In the LA Times article “To end sexual harassment on the job, end workplace bullying,” Reporter David Lieberman says:

Legislators can do more to address the problem. They can make workplace bullying illegal. Too many corporate leaders find it expedient to look the other way when bosses — especially ones they deem indispensable — systematically intimidate and humiliate underlings. Bullies who believe that their whims matter more than other people’s dignity often don’t see why their sexual impulses shouldn’t be just as indulged.

Lieberman adds:

U.S. courts rarely sided with victims of bullying who sought relief under employment laws that already prohibit “intentional infliction of emotional distress.” Taking a page from the standards for a hostile work environment established under Title VII of the Civil Rights Act of 1964, the Healthy Workplace Bill would empow

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“Educators experience workplace bullying at a much higher rate — more that three times as high — than other workers,” say researchers in the newly published 2017 Educator Quality of Work Life Survey, released by the American Federation of Teachers (AFT) and the Badass Teachers Association. This year, 830 AFT members, educators in two New York school districts “where educator unions have built strong collaborative labor-management practices on the quality of their work life,” and an additional 4,000 educators responded to their 30-question survey.

Most educators surveyed reported that their schools have workplace harassment policies prohibiting bullying, yet bullying still happens at a high frequency. Stress from workplace bullying is compounded by large workloads, feelings of having to be “always on,” a lack of resources, changing expectations, deficient building conditions, equipment and staff shortages, and insufficient time to prepare and collaborate with colleagues — in other word...

With the growing protest of sexual harassment in Hollywood, a lot of us are left wondering: why are we ignoring that when abuse of power isn’t of a sexual nature, countless competent and ambitious workers (mostly women and non-white workers) get pushed out of their jobs? Why are only those in protected classes (gender, race/ethnicity, religion, color, national origin, age, sexual orientation, individuals with disabilities, and veteran status) accounted for under law when general workplace bullying is four times more common than sexual harassment (because discrimination gets funneled through bullying acts)? Why should someone choose between their health or a paycheck because their competence — rather than their protected class — threatens the power abuser?

While #metoo exposed that law can’t protect everyone when they’re forced to choose between speaking up or preserving their jobs, sexual harassment law certainly moved the needle on the norms of sexual abuse in the workplace. But when...