Imagine this: a manager tasked with leading a team and driving success finds themselves walking on eggshells, undermined by rumours, sabotaged by withheld information, and blindsided by baseless grievances.
The culprit? Not a superior or peer, but a subordinate. Welcome to the shadowy world of upward bullying—a hidden and misunderstood force that quietly destabilises workplaces, erodes leadership and derails careers. Yet, despite its devastating impact, upward bullying remains an overlooked and often taboo topic in discussions of workplace dynamics. It’s time to break the silence.
The Nature of Upward Bullying
At its core, upward bullying involves subordinates employing tactics such as rumour, gossip, undermining, and even internal organisational policy and processes to submit unfounded complaints of downward bullying to manipulate or intimidate their supervisors. Unlike downward bullying, upward bullying relies on subtle and covert strategies, as perpetrators lack formal power. Instead, they may exploit informal influence—such as withholding critical information or rallying peer support—to create a power imbalance.
Empirical studies have revealed the detrimental impact upward bullying has on managers and the organisational climate. Managers subjected to such behaviour report feelings of isolation, and even when found innocent of downward bullying, their reputations are ruined. Yet, despite its consequences, upward bullying is often overlooked in HR policies and academic research, leaving many managers without the support they need.
A Personal Lens on Upward Bullying
The seeds of my research into this phenomenon were planted during a personal experience which had devastating effects. A manager within the Ministry of Defence faced resistance from an individual who had weaponised the internal bullying complaint process to undermine legitimate performance management efforts. When the manager sought support, the organisational response assumed the manager was at fault, leaving them isolated and unsupported. Ultimately, given the impact of events on their reputation, health and well-being, the manager felt compelled to leave the organisation —a stark reminder of how unrecognised upward bullying can erode professional careers and organisational cohesion.
What Drives Upward Bullying?
The drivers of upward bullying are multifaceted, stemming from individual, relational, and organisational factors:
•Role Ambiguity: Undefined roles and expectations can cause issues, allowing subordinates to challenge authority.
•Perceived Injustice: Employees feeling mistreated or overlooked may target managers out of frustration or resentment.
•Power Struggles: Informal power dynamics—like social alliances or expertise—can enable subordinates to challenge managerial authority.
•Cultural Factors: Permissive organisational cultures, where bullying behaviours are tolerated or overlooked, can exacerbate the problem.
Consequences Beyond the Individual
The ripple effects of upward bullying extend beyond the manager, impacting team morale, organisational culture, and overall productivity. Targets of upward bullying often experience psychological distress, reduced job satisfaction, and burnout. These effects, compounded by the lack of recognition and support, lead many to leave their roles, further destabilising teams and increasing turnover costs.
On a broader scale, upward bullying fosters toxic work environments where mistrust, disengagement, and inefficiencies thrive. Teams witnessing such dynamics may hesitate to collaborate, fearing similar treatment, or may mimic the behaviour, perpetuating a cycle of dysfunction.
Addressing the Silence: Why Research Matters
Despite its prevalence and consequences, upward bullying remains underreported and poorly understood. Existing workplace bullying literature overwhelmingly focuses on downward or horizontal bullying, sidelining the experiences of managers. This imbalance creates a gap in organisational strategies, leaving many unprepared to identify or intervene in cases of upward bullying.
One major barrier to addressing upward bullying is the language used in definitions. Many managers hesitate to identify themselves as “victims” of bullying, associating the term with weakness or failure. Moreover, policies often presume managers as perpetrators, perpetuating the assumption that subordinates cannot bully those in positions of authority.
Practical Steps to Combat Upward Bullying
To address this hidden issue, organisations must adopt a holistic and proactive approach:
1. Policy Revisions: HR policies should explicitly recognise upward bullying as a legitimate workplace concern. Definitions must include behaviours specific to this dynamic, such as withholding information or filing unfounded grievances.
2. Training Programs: Leadership training should empower managers to identify and address upward bullying. Subordinate training should emphasise mutual respect and clarify the consequences of manipulative behaviours.
3. Support Systems: Establishing neutral, confidential support mechanisms can encourage managers to report concerns without fear of stigma or retaliation.
4. Cultural Change: Fostering an inclusive, respectful workplace culture where bullying at any level is unacceptable is key. Encouraging open communication and emphasising accountability can reduce the prevalence of toxic behaviours.
The Path Forward
Upward bullying represents an under-recognised yet critical workplace issue. By shining a light on this phenomenon, we can begin dismantling harmful power dynamics and fostering healthier organisational environments. Addressing upward bullying not only protects managers but also enhances team cohesion, productivity, and overall workplace well-being.
It’s time to shift the narrative and acknowledge the complexity of workplace dynamics. Upward bullying deserves recognition—not just as an anomaly, but as a genuine challenge demanding our attention. Together, we can transform workplaces into spaces of mutual respect and shared growth.
