It has been four years since Safe Work Australia updated its Model Workplace Health and Safety Regulations to include psychosocial safety, and thankfully many organisations have implemented a range of initiatives to protect their employees. Yet Australian studies continue to show that workplace bullying occurs, with many workplace bullying incidents going unchallenged. 

According to HR Leader, the Bully Zero study, which found 27 per cent of Australians said they had experienced bullying in the workplace, also reinforces the significant effects bullying has on mental health, workplace culture, and productivity. With the higher number of people experiencing horizontal and downwards bullying, it is reasonable to ask why an organisation would be concerned about upward bullying. There are two simple answers; the limited acknowledgement of upwards bullying does not diminish its effect, and upward bullying is often indicative of underlying systemic issues. A recent study exploring the enablers, motivators and triggers of upward bullying found upward bullying may in fact be a logical adaptation to stressful or ineffective work environments.

Understanding, identifying and addressing upward bullying is therefore essential for human resources professionals and leaders.

What is upward bullying?

Fair Work states bullying happens at work when a person or group of people repeatedly behave unreasonably towards another worker or group of workers, and the behaviour creates a risk to health and safety. Upward bullying (also known as reverse or subordinate bullying) incorporates this definition and usually occurs when one or more employees deliberately target and undermine a manager, supervisor, or executive.

This is often achieved, according to Australian researchers, by tapping into coercive power, expressed through tactics of avoidance and resistance, intimidation, and humiliation, and structural power, derived from connections to powerful others or through manipulating access to information and expertise.

Most people who are perpetrating bullying behaviour toward their manager would not consider it bullying. They may see it as a correction, a reaction, or a response to the situation and consider themselves a victim. It is essential to note that context is relevant in relation to upward bullying. This is why identification can be challenging, particularly when considering why upward bullying might occur.

Why does upward bullying occur?

There are some key reasons why upward bullying occurs. In a recent study, two threats to legitimate power were identified in the accounts of all managers interviewed: a lack of respect from subordinate staff, which led to staff using bullying behaviours against the manager, and a lack of support from senior managers during the bullying episode. If senior management or HR fail to recognise managers as potential victims, or do not provide clear support channels, it sends a message that such behaviour will be tolerated.

However, the causes of this lack of respect can be broad. Upward bullying can increase or continue due to a range of factors, including:

1. Organisational change

Periods of restructuring, new leadership appointments, or shifts in company culture can create uncertainty and resistance, making managers an easy target for blame. This can be challenging for leaders, who themselves may be struggling with the change themselves.

It is common for employees to struggle when adjusting to changes. There are few leadership changes that don’t experience resistance from specific corners of the organisation, but often this is temporary. This year for example, many Australian organisations underwent cultural change initiatives aligned with their ‘positive duty’ to address sexual harassment in the workplace. Where an employee doesn’t want to change, or is grappling to understand what behaviours are acceptable, resistance may occur. As it is often the role of middle managers to address this, they can become the target of bullying.

2. Personal Agendas

Bullies may act out towards their manager due to resentment, envy, or a desire for personal gain or control, especially if they believe they were more qualified for the manager's role. In this scenario, you may see the bully using their influence to turn other staff members against a manager, whether this be through weaponised incompetence or other means, with behaviours escalating as frustration grows.

A personal agenda that many managers face is the desire to work from home, despite the organisation’s wishes for employees to work more days in the office. This is also the subject of many downward bullying complaints, and we are seeing this play out in the courts now.

3. Fear of appearing incompetent 

Managers often hesitate to report upward bullying for fear of being perceived by their superiors as incapable or weak in running their team. In a publication with colleagues about exploring upwards bullying to understand workplace bullying, one of Australia’s leading researchers on this topic, Dr Sara Branch of Griffith University, highlights how expectations that leaders "should be able to manage it,” can further exacerbate the effects of bullying on managers.

If left unreported, upward bullying can lead to toxic work environments and may start to impact both the perpetrator and the team, as well as the victim. For organisations, this can result in complex complaints that harm employees and the organisation's reputation.

What is the impact of upward bullying?

Middle management, who are required to have difficult conversations, provide feedback on performance and manage inappropriate behaviours, are often the victims of upward bullying. According to the Institute of Human Resources Australia (IHRA), they may be ill-equipped and unprepared to handle complaints, lacking the training to sensitively and appropriately manage a workplace conflict. 

Upwards bullying can take an emotional toll on leaders, causing anxiety, poorer mental health, and reduced job satisfaction. However, the expectation that a manager is incompetent if they can’t handle a bully may also intensify shame and helplessness, making the issue less likely to be recognised or reported. Dr Branch’s research indicates that alternative forms of power, such as popularity, influence, networks or being difficult to replace, can be used tacitly or intentionally to support bullying behaviour. Often, the systems meant to protect employees can be misused against managers.

In these instances, it can be career-destroying. Whether a young manager moves away from people leadership due to a bad experience, or a reputation is damaged due to unfounded complaints. In these instances, investigations need to be managed discreetly and may require an independent representative to remove any real or perceived bias.

How to reduce the risk of upward bullying

Upward bullying can be addressed as part of broader initiatives to reduce bullying and harassment in the workplace. Key steps to reducing the risk are listed below.

1.    Understand and identify incidents of upward bullying

Start by surveying leaders to understand whether upward bullying has occurred or is currently occurring in your organisation. You will need to include a definition to ensure leaders understand the behavioural characteristics involved. Gauging whether leaders understand what it is, have reported it and have been supported through it will help you understand where your organisation is at and why it is occurring.

2.    Reduce structural factors

Bullies often fill a void created by a lack of effective leadership. Reviewing the structural makeup of the organisation to identify whether harsh authoritarian divisions between executives, management, and employees exist is a great starting point. This kind of leadership style is likely to result in an “us vs them” mentality at all levels.

Another common factor is a lack of communication. Deprioritising communication fuels distrust in the workplace and creates a breeding ground for bullying overall. Employee surveys can help organisations to determine whether these factors may exist.

3.    Minimise psychosocial risk factors

SafeWork Australia has provided organisations with a list of psychosocial risk factors. However, the IHRA believes the following effect managers and front-line supervisors the most:

• Low job control
• Poor support from the leadership group
• Lack of role clarity
• Poor organisational change management

Organisations need to work with HR and managers to improve job control and clarity, and to consider the psychosocial risk factors involved in poor leadership and organisational change, building in relevant training, communication strategies and engagement to mitigate risks.

4.    Incorporate into training, policies and procedures

Upward bullying should be included in both leadership and organisational bullying and harassment training. Awareness by all employees is a crucial step to establishing behavioural boundaries and guidelines. This then needs to be incorporated into relevant policies and procedures, with clear processes in place to investigate and manage the issue.

If you need assistance with bullying and harassment training, policies and procedures, get in touch with the Bayside Group Workplace Relations team today.