It’s no surprise that bosses are more likely to bully at work than coworkers or subordinates. But what may be surprising is that bosses alone aren’t most likely to abuse. It's a phenomenon we call mobbing, an abuse tactic involving a lone abuser enlisting others' help.

Others comply for a few possible reasons:

• The abuser told them the target is a problem — and they believed it.
• They feel pressured to go along to get along, fearing they'll become the next target if they speak up.
• They understand the social game of the workplace and that upward mobility depends on their support of the boss, who's often the abuser.

It’s abuse of power that leads targets to isolation, and fear prevents the reverse from happening. Though collective action is one of the most effective ways to combat abuse at work, subordinates rarely join together to go against a boss out of fear of losing their jobs or becoming targets themselves.

Take Your Dignity Back
...

Targets of second-time abuse (or more) more quickly recognize the signs of it, a benefit that can help them more quickly escape the toxic situation. Once they see what's happening, they can detach and put the wheels in motion to build a safety net and remove themselves from the toxic environment.

But the quick recognition can also often mean re-trauma, the triggering of going back to an emotionally painful place — sometimes more severe than the first. Initial abuse generally takes place with family (parents and siblings), at a previous job (likely bosses), or at school (likely classmates).

Issues around authoritarian parenting are common initial sources of abuse. Targets don't feel seen or heard or that their feelings matter, and these feelings crop up again with abuse at work.

Take Your Dignity Back
If you feel like you’re stuck in a big rut that’s destroying your life, learn how to reverse the damage. 

Right now, you wish you could just tell...

Often jealous of their high-performing targets, abusers gaslight them, aka treat them like they're crazy to gain more power over them. Targets feel traumatized when their expectations of fairness are met with complete unfairness and smearing of their character. Then others come to believe the target is the problem, compounding the harm, through these methods:

• Abuse of power. Abusers use their position to misrepresent targets, taking advantage of the asymmetry of power.
• Manipulation. To reinforce management support of each other, higherups often side with abusers in management. 
• Mobbing. What was once a lone abuser then can become an army. Mobs deprive the target of the chance to feel heard, supported, and believed. When they side with abusers, investigators can't do their jobs well.

When targets aren’t believed
Studies show it’s honesty and integrity that often put a bullseye on a targets’ backs. Yet in this victim-shaming culture,...

Researcher Loraleigh Keashly coined the term “emotional abuse at work, which leads to stress and at times trauma, which in turn lead to a host of health issues. 

Targets can reverse emotional abuse through social support, especially validation, and remove themselves from the damaging effects of isolation. If a target hasn't experienced abuse before, it may take longer to recognize the signs of confusion, fear, and stress, prolonging the time it takes to begin to heal.

Targets can find support through spouses, other family, friends, websites, social media, professionals, and sometimes coworkers — even though this issue can often show targets who their true supporters are, dominate their thoughts, and misunderstood by therapists.

The best medicine: face-to-face human connection.

Join us for a free weekly peer support group on Zoom.

Join the private Facebook group.

Take Your Dignity Back
If you feel like you’re stuck in a big rut that’s...

In a 2001 study, Researcher Judith Richman linked workplace harassment to drinking behaviors. In a multi-wave panel study at an urban university, targets who had more than two years of bullying had a stronger connection to drinking problems.

“These drinking behaviors reflect an attempt by targets to deal with the psychological stress,” say Loraleigh Keashly and Joel H. Neuman in their Employee Rights and Employee Policy Journal article. “Should such drinking continue, job performance and productivity is likely to suffer. For example, some research suggests that sixty billion dollars is lost in annual productivity as a result of alcohol abuse.”

The link isn’t shocking. What’s shocking is the failure of management to address root cause: workplace bullying. It’s far easier to blame a target for a drinking problem than a higher level employee for causing the unnecessary stress in the first place. That negligence to address the...

Abuse at work happens because organizations and governments allow for it — and even reward it. 

Employers set the tone for the work culture from the top down. Without employers giving consequences to abusers, and without governments giving consequences to employers, abusers thrive. They're further enabled by bystanders too fearful to speak up.

Though we live in a culture that likes to blame the victim rather than hold perpetrators accountable, targets of workplace abuse aren't the problem: it's the abusers who lack empathy who are allowed to abuse.

Take Your Dignity Back
If you feel like you’re stuck in a big rut that’s destroying your life, learn how to reverse the damage. 

Right now, you wish you could just tell your bully at work to knock it off, report the problem to management, and show the bully how childish he or she’s behaving. At best, the bully’s sidetracking the goals of the...

On Facebook, we’ve seen some people who’ve never been abused at work (or more likely who are abusers themselves or aren’t vulnerable and emotionally tough enough to admit they’ve been abused) tell targets of workplace abuse to “just leave” their jobs if they don’t like them.

I ask those people: if you were to “just leave” your job today, what would be the consequences? For many, it's loss of income and the health insurance that goes with it. 

For others, it's about damaging personal pride, the injustice of it all, and loving their jobs. That awareness, level of integrity, and self-defense are motivated by strength, not weakness, and a building block for a social movement to end workplace abuse.

“Just quitting” versus find another job
You might think this idea of sticking around is in direct opposition to my usual advice to targets of workplace abuse: leave since your health comes first and...

“Narcissists love to get your reaction. And as soon as they do, you are handing power away,” says narcissistic abuse expert Melanie Tonia Evans in her article 5 Steps To Ignoring A Narcissist Who Tries To Punish You.

The solution, she says, is totally ignoring them — giving them no energy and no response.

Here’s why: the narcissist has insecurities so intense that he or she creates an image “to be a buffer between the narcissist and his or her inner wounds,” says Evans. “This entity, known as Ego (False Self), is running the narcissist’s emotions and life and feeds from pain.” So when you injure his or her False Self by standing in your power and triggering his or her insecurities, you become the object of the narcissist’s wounds.

The False Self feeds off pain, while the True Self (even if it’s still imprisoned by internal trauma) feeds off love, authenticity, and truth. “Because the narcissist is...

My name is Rebecca Dupras (@redupras). I am a resident of Rhode Island and I currently practice law here. I recently spoke on the passage of the Healthy Workplace Act. Though my experience did not take place in Rhode Island, these types of incidents are happening everywhere in our country. My experience occurred while working for the Silicon Valley Community Foundation in California and Georgetown University in Washington, DC, and is well documented in The Chronicle of Philanthropy, The New York Times, and Forbes Magazine.

During my time as a Vice President of Development at this charitable foundation, where I managed a team of 10-15 people, I was subjected to consistent harassment, manipulation, and threats by my supervisor. She worked at the organization for over a decade, and I was not her only victim. She would threaten violence towards coworkers, humiliate and embarrass me and others during meetings and in front of other staff, say sexually explicit things, and...

I work as a project coordinator in Boston.

The bullying begin after I moved to a different department. I wasn’t getting trained or work to do after moving to the new area. I would ask the project managers and director if there was anything I could help with. They’d say no but would give work to the other project coordinator. I expressed my concern of not getting work to do. Then my cubemate started turning the radio up loud, someone took my cell phone off my desk, and someone opened my desk drawer. Someone also broke the lock to my file cabinet and took things out of it.

The co-worker sent an email stating that I needed to sign in and out because he didn’t know where I was when I’d be to lunch or a meeting or after I supported our new assistant general manager at an event.

I asked myself: why would my group not want to work together?

Problems escalated when I went to Employee Relations. They were upset that I didn’t just let it go and let them continue...