Do you know about Upward Bullying, when managers are oppressed by their teams?

Holding hierarchical power doesn’t always suffice to command respect. Authority isn’t synonymous with control. This is the experience of managers victimized by their employees—a phenomenon known as upward bullying, which is scarcely documented and might even seem hard to imagine. Yet, it’s very real. Let’s analyze this issue.

It’s a taboo and little-known subject: upward bullying. Highlighted last December by the French economic daily Les Echos, this phenomenon involves, as its name suggests, being harassed, as a manager, by subordinates. It’s a counterintuitive concept, as it seems inconceivable: the superior is usually the one who harasses, not the one being harassed, due to their position of power.

This idea shocks, disturbs, and intrigues. One thing is certain: it elicits reactions because it disrupts our mental image of the victim and their tormentor. It challenges the image we have of the manager,” writes Myriam Lavigne, CRHA working at the Ministry of National Defense, in a thesis published in June 2023 at UQAM.

However, upon reflection, cases where this type of psychological bullying can occur don’t seem so far-fetched: frustration from an individual towards a colleague who has just been promoted and now manages the team, verbal or physical intimidation, sabotage of the manager’s work among other team members (spreading rumors, mockery, group dynamics…).

Recall that, in 2016, according to Statistics Canada, harassment or bullying was the most common psychosocial risk factor in the workplace. 15% of employees reported being exposed to harassment or bullying at work.

No support

The concept of being mistreated by one’s employees is so surprising… that the victim finds themselves even more isolated in dealing with the situation!

Harassment by subordinates is so unrecognized that those who are targeted don’t dare to speak to their superiors, fearing they’ll be judged unfit for their position. And if they do, often their higher-ups don’t support them, considering them incapable of handling difficult situations,” testifies Dr. Danièle Zucker, a clinical psychology specialist on the subject at her HER practice, in Les Echos.

This observation is shared by Myriam Lavigne:

Victims of upward psychological bullying receive little support and find themselves alone facing their subordinates, who often use their numbers to create a power imbalance. Without organizational support, the victim exhausts their resources, and the only remaining solution is to leave their position.”

She cites the foundational 2006 thesis by Australian researcher Sara Branch, one of the first to openly discuss the subject. Branch notably points to the organizational context as a factor favoring the emergence of upward bullying situations: lack of clarity in expectations and roles, lack of employee involvement in decision-making, organizational changes that can lead to negative emotions or even interpersonal conflicts…

In France, upward bullying was officially recognized by the judiciary in 2011, with this declaration from the Court of Cassation: “The fact that the accused is a subordinate of the victim is irrelevant to the characterization of the offense.”

To counter this denial of reality, various experts working on the subject recommend breaking the silence and discussing it openly within the company. This could help managers, who have already been facing significant challenges lately.