Recognising and Addressing Upward Bullying

Upward bullying is a hidden but impactful issue in many workplaces, where managers become targets of intimidation or undermining behaviour from their own teams

CREDIT: This is an edited version of an article that originally appeared on The HR Director

When we think of workplace bullying, it’s often viewed as a situation requiring managerial intervention to protect team members from harm. The idea of managers themselves being targets of such behaviour is often overlooked. However, bullying directed at managers – commonly referred to as upward bullying – is a real and pressing issue that occurs in many organisations.

Managers can become the focus of intimidation, harassment, or undermining behaviour by employees who report to them. This type of bullying might manifest as deliberate non-cooperation, gossip intended to tarnish the manager’s credibility or deliberately isolating managers from other team members. In some cases, employees may level accusations of bullying against their manager as a strategic move to damage their reputation.

Such accusations can lead to significant professional and personal repercussions, regardless of whether they are true. Dealing with these situations can be particularly challenging, as managers often find themselves with limited support options to turn to.

The Roots of Upward Bullying

Upward bullying can occur for a variety of reasons. Often, it arises when employees feel mistreated or overlooked, such as being passed over for promotions or not receiving the recognition they believe they deserve. It can also stem from unclear roles and expectations, where employees feel uncertain about their responsibilities or the manager’s expectations. Additionally, informal power dynamics can play a significant role, particularly when a new manager is introduced to an established team. In such situations, team members may feel threatened by the shift in leadership or resistant to change.

What You Can Do

Despite its widespread occurrence and significant impact, upward bullying is often underreported and not fully understood. This needs to change. While many organisations have policies to address workplace bullying, these typically focus on downward bullying or conflicts between colleagues. HR policies should be updated to specifically recognise upward bullying as a valid concern within the workplace.

A key barrier to addressing upward bullying is the language used in defining it. Many managers struggle to identify themselves as “victims” of bullying, as the term often carries connotations of weakness or failure in a leadership context. This reluctance can prevent managers from seeking the support they need or taking appropriate action.

To overcome this, leadership training should focus on empowering managers to recognise and address upward bullying effectively, normalising the idea that even those in positions of authority are not immune to mistreatment. At the same time, training for subordinates should emphasise the importance of mutual respect and ethical behaviour, while also clearly outlining the consequences of manipulative actions or undermining tactics.

By recognising and addressing upward bullying, organisations can ensure that leadership is empowered, team dynamics remain positive, and everyone is held accountable for creating a respectful and collaborative work environment.