Unveiling Upward Bullying: A phenomenological study into the lived experiences of targeted managers
In workplace dynamics, bullying often brings to mind employees harassed by superiors. However, an equally insidious but less discussed phenomenon is upward bullying, where subordinates harass and undermine their managers. As I reach halfway in my four-year doctorate, my research delves into this overlooked issue, focusing on the lived experiences of managers targeted by upward bullying. Utilising a phenomenological approach, my study aims to reveal the nuanced and often hidden realities of these managerial victims.
Upward Bullying is when the power dynamics are inverted. Unlike traditional bullying, where the perpetrator typically holds more power than the victim, upward bullying sees employees leveraging tactics to undermine, or intimidate. This can manifest in various forms, including rumour, gossip and misuse of the grievance process.
A phenomenological approach captures the essence of managers' lived experiences and focuses on the subjective experiences of individuals, allowing for a deep exploration of their feelings, perceptions, and personal narratives. Through in-depth interviews and reflective discussions, this research seeks to uncover the emotional and psychological landscapes navigated by these managers, providing rich, qualitative data that goes beyond surface-level observations.
Exploring the lived experiences of managers, recurring themes and patterns are expected to emerge, offering insight and differences in their experiences. Preliminary findings indicate that targeted managers often experience feelings of isolation and betrayal, leading to a questioning of their leadership capabilities and professional identity.
The emotional toll is one of the most striking aspects of upward bullying. Managers recount feelings of helplessness, anxiety, and decreased self-esteem. The constant undermining by subordinates can erode their confidence, making them second-guess their decisions, and reluctant to tackle poor behaviour in the future. This emotional strain often extends beyond the workplace, affecting their personal lives and overall mental well-being.
The consequences are equally significant, with managers struggling to maintain their authority and credibility, leading to a breakdown in team cohesion and productivity. The fear of further bullying can result in an overly cautious approach to decision-making. Managers may opt to leave their positions or even change careers to escape the toxic environment.
Future implications and interventions, the goal is not only to highlight the issue of upward bullying but also to inform the development of comprehensive strategies to combat it. By raising awareness and fostering open discussions about this phenomenon, organizations can create more supportive environments for all employees. Training programs that equip managers with tools to recognize and address upward bullying, coupled with policies that promote a culture of respect and accountability, can mitigate its occurrence.
Conclusion, as I continue to unravel the complex layers of upward bullying through my doctoral research, the voices of the targeted managers resonate with a call for change. Their stories underscore the urgent need for a paradigm shift in how we understand and address workplace bullying. Through a phenomenological lens, this study aims to contribute to a more empathetic and informed approach to leadership and organisational culture, paving the way for healthier, more resilient workplaces in the future.
Author: Sharon Docherty, DBA Researcher - Cranfield University
Speaking at: Bullying and Sexual Harassment in the Workplace, 11th September '24