What constitutes workplace bullying according to the provided definition?

Workplace bullying is defined as a persistent pattern of mistreatment from others in the workplace that causes physical and/or emotional harm. This mistreatment can manifest as verbal, nonverbal, psychological, or physical abuse, as well as humiliation.

How does workplace bullying differ from school bullying?

Unlike school bullies who often operate outside established rules, workplace bullies frequently function within the existing rules and policies of their organizations and society, making their actions more complex to address.

Who are typically involved as perpetrators and targets in workplace bullying?

While workplace bullying is often carried out by someone in a position of authority over the victim, bullies can also be peers or subordinates. The participation of subordinates in bullying is specifically referred to as upward bullying.

What are the broader organizational impacts of workplace bullying?

Workplace bullying can negatively affect not only targeted individuals but also the overall organizational environment. It can lead to a decline in employee morale and shifts in organizational culture, impacting productivity and employee well-being.

What are some specific manifestations of workplace bullying mentioned in the text?

Workplace bullying can manifest in various ways, including overbearing supervision, constant criticism, obstruction of promotions, and other forms of aggressive or mistreating behavior.

Is there a universally accepted definition for workplace bullying?

No, there is no single, universally accepted formal definition of workplace bullying. Researchers acknowledge its complex and multifaceted nature, leading to several attempts at definition.

What are the core elements of Dan Olweus' definition of workplace bullying?

Olweus defines workplace bullying as a situation where one or more individuals perceive themselves as being subjected to negative treatment by one or more others, systematically and over a prolonged period, making it difficult for them to defend themselves against this treatment.

How do Einarsen, Hoel, Zapf, and Cooper define bullying at work?

According to Einarsen and colleagues, bullying at work involves harassing, offending, socially excluding someone, or negatively affecting their work tasks. For an activity to be labeled bullying, it must occur repeatedly and regularly over a period of time, escalating into an inferior position for the target.

What perspective do Gary and Ruth Namie offer on defining workplace bullying?

Gary and Ruth Namie define workplace bullying as repeated, health-harming mistreatment, which includes verbal abuse or conduct that is threatening, humiliating, intimidating, or sabotages work, or a combination of these.

What is Catherine Mattice and Karen Garman's definition of workplace bullying?

Mattice and Garman define workplace bullying as systematic aggressive communication, manipulation of work, and acts intended to humiliate or degrade individuals. These actions create an unhealthy power imbalance, lead to psychological consequences for targets, and cause significant monetary damage to organizations.

What key features do researchers agree characterize bullying behaviors?

Researchers generally agree that bullying is characterized by repetition (occurring regularly), duration (being enduring), escalation (increasing aggression), a power disparity where the target cannot easily defend themselves, and attributed intent to harm.

Can a single severe event be considered workplace bullying?

While bullying is often described as repetitive behavior, some experts categorize single, severe episodes as bullying, especially if they have significant consequences. This approach aligns with legal definitions of sexual harassment in the U.S.

Why is the lack of unifying language for workplace bullying a problem?

According to Pamela Lutgen-Sandvik, the absence of a unifying term makes it difficult for individuals to name their experiences of abuse, hindering their ability to pursue justice against the bully, unlike recognized issues like sexual harassment.

What is the prevalence of workplace bullying in Europe and North America?

Research suggests that a significant number of people experience persistent workplace bullying, with a majority of studies reporting a prevalence rate of 10 to 15% in Europe and North America, although this figure can vary based on the definition used.

What did the 2007 WBI-Zogby survey reveal about workplace bullying in the U.S.?

The 2007 WBI-Zogby survey found that 13% of U.S. employees reported currently being bullied, 24% had been bullied in the past, and 12% had witnessed it. Nearly half (49%) of all American workers reported being affected by workplace bullying, either as a target or witness.

Does workplace bullying disproportionately affect certain genders?

According to the Workplace Bullying Institute's 2007 data, women were more likely to be targets (57%), while men were more likely to be perpetrators (60%). When women were the bullies, their targets were more likely to be women (71%). A 2015 survey also found a higher prevalence among women workers.

What are the findings regarding gender differences in workplace bullying prevalence?

While some studies indicate women are more often targets and men more often perpetrators, research findings vary. Some studies have found inconsistent differences across genders, and one study noted higher prevalence reported by male staff in UK healthcare.

What role might race play in the experience of workplace bullying?

The Workplace Bullying Institute's 2007 data suggested higher prevalence rates for Hispanics and Black individuals compared to Whites and Asians in the USA, both for experiencing and witnessing bullying. A UK study also highlighted that 88% of Black professionals reported experiencing racial discrimination at work.

Are there differences in workplace bullying prevalence based on marital status?

Yes, higher prevalence rates for experiencing a hostile work environment have been identified for divorced or separated workers when compared to married, widowed, or never-married individuals.

How does educational attainment relate to the prevalence of hostile work environments?

Workers with some college education or a high school diploma/GED reported higher prevalence rates of experiencing a hostile work environment compared to those with less than a high school education.

What has research indicated about the relationship between age and workplace bullying?

One study found lower prevalence rates for experiencing a hostile work environment among workers aged 65 and older compared to other age groups. However, conflicting research suggests older employees may be more likely to be bullied than younger ones.

Which industries show a higher prevalence of workplace bullying?

In 2015, the healthcare and social assistance industry category reported the highest prevalence of hostile work environments. Additionally, protective services and community and social services occupations had the highest prevalence rates.

What is the 'kiss up kick down' phenomenon in the workplace?

The 'kiss up kick down' phenomenon describes a bully who is respectful to superiors but abusive towards subordinates. These individuals often ingratiate themselves with bosses while intimidating those they supervise, using tactics to hide their abusive behavior from those who evaluate their performance.

What are the consequences of the 'kiss up kick down' strategy for employees?

This strategy leads to consequences such as bullies' mistakes being concealed or blamed on others, targets being kept under constant stress, a power base built on fear rather than respect, withheld information flow, conflicts blamed on subordinates' flaws, and an unnatural work environment where employees feel they must 'walk on eggshells'.

How does a 'blame culture' contribute to workplace issues?

A blame culture, where blame flows downwards or laterally, indicates organizational failure and replaces problem-solving with blame-avoidance. It reduces an organization's capacity to prevent minor issues from escalating and contradicts best practices of high reliability organizations.

What are the typical 'fight or flight' reactions to workplace bullying?

The most common reactions to workplace bullying are 'fight or flight,' which are considered healthier responses. Flight is common when management is unable or unwilling to address the bullying, while fighting back can be a difficult but sometimes necessary choice.

What are the five main categories in the typology of workplace bullying behaviors?

The typology includes threats to professional status, threats to personal standing, isolation, overwork, and destabilisation. These categories encompass a range of behaviors designed to undermine, isolate, or harm the target.

Can you provide examples of behaviors that threaten a person's professional status in the workplace?

Behaviors threatening professional status include belittling a person's opinions, public professional humiliation, making accusations about lack of effort, and intimidating use of discipline or competence procedures.

What types of actions fall under 'threats to personal standing' in workplace bullying?

Threats to personal standing involve undermining personal integrity through destructive innuendo, sarcasm, inappropriate jokes, persistent teasing, name-calling, insults, and intimidation.

How is 'isolation' used as a bullying tactic in the workplace?

Isolation as a bullying tactic involves preventing access to opportunities, physical or social isolation, withholding necessary information, keeping the target out of the loop, and ignoring or excluding them.

What constitutes 'overwork' as a form of workplace bullying?

Overwork as bullying includes imposing undue pressure, setting impossible deadlines, and causing unnecessary disruptions, effectively overwhelming the target with unmanageable demands.

What is meant by 'destabilisation' in the context of workplace bullying?

Destabilisation involves tactics like failing to acknowledge good work, assigning meaningless tasks, removing responsibilities, repeatedly reminding the target of past blunders, setting them up to fail, or shifting goalposts without notice.

What are some of the most common workplace bullying tactics identified by the Workplace Bullying Institute?

Common tactics include falsely accusing someone of errors (71%), staring or glaring with hostility (68%), discounting thoughts or feelings in meetings (64%), using the silent treatment (64%), exhibiting uncontrollable mood swings (61%), and disregarding satisfactory work (58%).

How can abusive supervision be distinguished from other forms of workplace bullying?

Abusive supervision overlaps with workplace bullying, particularly as it's often perpetrated by superiors. However, it differs by focusing on the behaviors themselves rather than explicitly describing the intentions or objectives of the supervisor.

What is the relationship between workplace bullying and emotional intelligence (EI)?

Workplace bullying is often associated with individuals who have high social intelligence but low emotional intelligence. This combination can lead to manipulative behavior, as bullies may lack empathy and struggle to manage their own emotions or understand the impact of their actions on others.

How does a 'culture of fear' manifest in the workplace?

A culture of fear can arise from leadership styles that are tyrannical or authoritarian, where there is little room for dialogue, and employees feel unsafe to complain or report issues. This climate is often fostered when bullies are perceived to 'get away with it'.

What are the key characteristics of a 'toxic leader' or 'petty tyrant' in the workplace?

Toxic leaders, or 'petty tyrants,' exercise a tyrannical management style that creates a climate of fear. They may use partial or intermittent negative reinforcement, leading to employee doubt and a sense that complaining is futile.

What are the health effects associated with workplace bullying?

Workplace bullying is linked to numerous negative health outcomes, including stress, poor mental and physical health, post-traumatic stress disorder (PTSD), depression, anxiety, and in severe cases, can contribute to suicidal ideation. Physical symptoms like migraines and digestive issues can also be exacerbated.

How does workplace bullying impact organizational finances?

Workplace bullying incurs significant financial costs for employers through increased sick leave, reduced productivity, higher staff turnover, potential litigation, and damage to the company's human resource assets. Estimates suggest costs can run into billions of pounds or dollars globally.

What is 'mobbing' in the context of workplace behavior?

Mobbing is a term, particularly used in some European countries, that refers to bullying perpetrated by a group or 'mob' of individuals rather than a single bully. It often involves scapegoating and victimisation within the workplace.

How does workplace incivility differ from workplace bullying?

Workplace incivility involves less intense and typically isolated acts of disregard and rudeness. While incivility can escalate into bullying, bullying is characterized by clearer intent to harm, a more pronounced power imbalance, and a target who feels threatened and unable to defend themselves against recurring negative actions.

What personality traits are sometimes associated with workplace bullies?

Research suggests that individuals exhibiting traits associated with personality disorders like narcissism, psychopathy, and obsessive-compulsive disorder may be more prone to bullying behaviors. These traits can include grandiosity, lack of empathy, perfectionism, and manipulative tendencies.

What is the significance of 'organizational culture' in the prevalence of workplace bullying?

Organizational culture plays a significant role, as bullying tends to be more prevalent in environments where employees and managers feel that senior management implicitly supports or tolerates abusive behavior. A culture that normalizes or rewards such actions can perpetuate bullying.

How can organizations address workplace bullying?

Organizations can address bullying by implementing clear policies, fostering a culture of respect, providing training on emotional intelligence and conflict resolution, and ensuring that managers are equipped to identify and intervene in bullying situations. Promoting a 'just culture' rather than a 'blame culture' is also crucial.

What is the difference between lateral and vertical violence in the workplace?

Lateral violence refers to bullying behaviors between colleagues (peers), while vertical violence describes bullying behaviors directed by supervisors towards their subordinates. Despite the term 'violence,' these often involve non-physical aggressive actions.

What are some specific examples of 'destabilisation' tactics used in workplace bullying?

Destabilisation tactics include failing to acknowledge good work, assigning meaningless tasks, removing responsibilities, repeatedly reminding the target of past mistakes, setting them up to fail, or changing performance expectations without notice.

How does psychopathy relate to workplace bullying?

Corporate psychopaths are noted to use bullying as a tactic to humiliate subordinates or intimidate those perceived as threats. Research suggests a significant percentage of bullying incidents may be caused by individuals with psychopathic traits, who may engage in bullying instrumentally to achieve their goals.

What is the connection between narcissism and workplace bullying tactics?

Narcissistic individuals are found to be positively related to bullying and often prefer indirect tactics, such as withholding information, social exclusion, spreading gossip, and excessive monitoring, over direct confrontation.

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Defining Workplace Bullying

Core Concept

Workplace bullying is characterized as a persistent pattern of mistreatment, encompassing verbal, nonverbal, psychological, and physical abuse, as well as humiliation. This conduct causes demonstrable physical and/or emotional harm to individuals within the professional environment.^[1] It represents a form of workplace aggression that is often insidious, operating within or exploiting organizational rules.

Key Characteristics

While definitions vary, consensus identifies several critical features:

Repetition: The behavior occurs regularly.
Duration: The mistreatment is enduring over time.
Escalation: Aggression tends to increase.
Power Disparity: The target often lacks the power to effectively defend themselves.
Attributed Intent: The behavior is perceived as intentionally harmful.

These elements distinguish bullying from isolated incidents or general job stress.^[18]^[19]^[20]

Diverse Manifestations

Researchers like Gary and Ruth Namie define it as "repeated, health-harming mistreatment, verbal abuse, or conduct which is threatening, humiliating, intimidating, or sabotage that interferes with work or some combination of the three."^[12] Pamela Lutgen-Sandvik further elaborates, describing it as "persistent verbal and nonverbal aggression at work, that includes personal attacks, social ostracism, and a multitude of other painful interactions."^[13]

Statistical Landscape

Prevalence Rates

Empirical studies indicate a significant prevalence of workplace bullying. European and North American research typically reports rates between 10% and 15% for persistent bullying.^[8] The 2007 WBI-Zogby survey found that nearly half of American workers (49%) reported being affected, either as targets or witnesses.^[26] More recent data from the 2015 National Health Interview Survey indicated 7.4% of workers experienced threats, bullying, or harassment.^[27]

Perpetrator Dynamics

The majority of bullying incidents (approximately 72%) are perpetrated by individuals in positions of authority over the victim.^[25] However, bullying can also occur between peers or even from subordinates to superiors (upward bullying), often involving strategic manipulation.^[2]^[3]^[4]

Organizational Impact

Beyond individual harm, bullying significantly impacts organizational health. It can lead to decreased employee morale, shifts in organizational culture, and substantial financial costs due to lost productivity, increased absenteeism, and employee turnover.^[6]

Demographic Considerations

Gender Disparities

Research suggests women are disproportionately targeted, with studies indicating 57% of targets are female.^[26] While men may be more likely to engage in bullying behavior (60%), female bullies often target other women (71%).^[30] However, findings can vary, with some studies noting higher prevalence among male staff in specific sectors like UK healthcare.^[33]

Racial and Ethnic Factors

Data from the US suggests variations in reported bullying experiences across racial and ethnic groups. Hispanics and Black individuals reported higher combined prevalence rates compared to White and Asian individuals.^[26] Conversely, Asian and White individuals reported higher rates of witnessing bullying.

Other Correlates

Additional demographic factors have been associated with increased risk:

Marital Status: Divorced or separated workers report higher prevalence of hostile work environments.^[36]
Education: Those with some college education or a high school diploma/GED may experience higher rates than those with less formal education.^[36]
Age: While some studies suggest older employees are more likely to be bullied,^{[citation needed]} other data indicates lower prevalence among workers aged 65 and older compared to younger age groups.^[36]

Typology of Behaviors

Common Tactics

Workplace bullying manifests through a wide array of tactics, often categorized for analysis. The Workplace Bullying Institute identified 25 common tactics, including:

Falsely accusing someone of errors.
Intimidating stares and hostility.
Discounting thoughts or feelings in meetings.
Using the "silent treatment."
Harsh and constant criticism.
Spreading rumors or gossip.
Isolating individuals socially or physically.
Public humiliation or ridicule.

Falsely accused someone of "errors" not actually made (71%).
Stared, glared, was nonverbally intimidating and was clearly showing hostility (68%).
Unjustly discounted the person's thoughts or feelings (“oh, that's silly”) in meetings (64%).
Used the “silent treatment” to “ice out” and separate from others (64%).
Exhibited presumably uncontrollable mood swings in front of the group (61%).
Made-up rules on the fly that even they did not follow (61%).
Disregarded satisfactory or exemplary quality of completed work despite evidence (discrediting) (58%).
Harshly and constantly criticized, having a different standard for the target (57%).
Started, or failed to stop, destructive rumors or gossip about the person (56%).
Encouraged people to turn against the person being tormented (55%).
Singled out and isolated one person from other co-workers, either socially or physically (54%).
Publicly displayed gross, undignified, but not illegal, behaviour (53%).
Yelled, screamed, threw tantrums in front of others to humiliate a person (53%).
Stole credit for work done by others (plagiarism) (47%).
Abused the evaluation process by lying about the person's performance (46%).
Declared target "insubordinate" for failing to follow arbitrary commands (46%).
Used confidential information about a person to humiliate privately or publicly (45%).
Retaliated against the person after a complaint was filed (45%).
Made verbal put-downs/insults based on gender, race, accent, age or language, disability (44%).
Assigned undesirable work as punishment (44%).
Created unrealistic demands (workload, deadlines, duties) for person singled out (44%).
Launched a baseless campaign to oust the person; effort not stopped by the employer (43%).
Encouraged the person to quit or transfer rather than to face more mistreatment (43%).
Sabotaged the person's contribution to a team goal and reward (41%).
Ensured failure of person's project by not performing required tasks, such as sign-offs, taking calls, working with collaborators (40%).

These tactics often aim to undermine professional status, personal standing, or destabilize the target.^[61]^[62]

Personality and Culture

Certain personality traits are frequently associated with individuals who engage in bullying behaviors. Research highlights links between bullying and traits such as psychopathy, narcissism, and Machiavellianism.^[103]^[108]^[110] Executives exhibiting traits of histrionic, narcissistic, and obsessive-compulsive personality disorders have also been identified.^[100]

Organizational culture plays a critical role, with a "climate of fear" and "kiss up, kick down" dynamics enabling bullying to persist.^[49]^[52]

Forms of Bullying

Bullying can manifest in various forms:

Serial Bullying: One individual targets multiple victims.
Gang/Group Bullying (Mobbing): A group targets an individual, often involving scapegoating.
Cyberbullying: Utilizing technology for harassment.
Corporate/Organizational Bullying: Employer abuses employees with impunity, often due to weak legal frameworks or market conditions.

These categories highlight the diverse strategies and contexts in which bullying occurs.^[88]

Consequences and Costs

Psychological and Physical Health

Workplace bullying exacts a severe toll on employee well-being. Stress is the most prevalent effect, correlating with poor mental and physical health outcomes. Targets frequently report symptoms such as panic attacks (52%), clinical depression (49%), sleep disruption, and concentration difficulties.^[112] In severe cases, Post-Traumatic Stress Disorder (PTSD) is reported by up to 77% of targets.^[116]

Financial Ramifications

The financial burden on organizations is substantial. Costs arise from increased sick leave, reduced productivity, higher staff turnover, and potential litigation. Estimates suggest that for an organization of 1,000 employees, costs could exceed $1.2 million annually, excluding legal expenses. The cumulative cost in the UK alone was estimated at £1.88 billion.^[122]

Organizational Performance

Beyond direct financial costs, bullying erodes organizational assets by diminishing employee morale, hindering necessary cooperation, and negatively impacting productivity at multiple levels. Witnessing bullying can also lead to fear, stress, and emotional exhaustion among colleagues, often prompting them to leave the organization.^[13]

Organizational Culture and Climate

Climate of Fear

A pervasive "climate of fear" can emerge when bullying is tolerated or implicitly supported by senior management. This environment discourages open communication and makes employees feel resigned, perceiving abuse as an inevitable aspect of the job.^[46]^[51] Authoritarian leadership styles often contribute to this climate, limiting dialogue and making complaints seem futile.^[45]

Kiss Up, Kick Down Dynamics

A common behavioral pattern involves individuals showing deference to superiors while exhibiting aggressive or bullying behavior towards subordinates. This "kiss up, kick down" dynamic allows bullies to conceal their abusive actions from management, often by blaming subordinates for failures or creating an environment of constant stress.^[52]^[53]

Geographical and Cultural Influences

Cultural dimensions, such as performance orientation and power distance, can influence the acceptability and prevalence of workplace bullying. Cultures valuing performance may tolerate bullying as a cost of achievement, whereas those emphasizing humane orientation or interpersonal relationships tend to show less acceptance.^{[citation needed]}^{[citation needed]}

Historical Context

Origins of Research

The academic study of workplace bullying has its roots in Scandinavian research conducted in the late 1970s, initially focusing on bullying within school environments.^[8] This foundational work laid the groundwork for subsequent investigations into similar phenomena within professional settings.

UK Legal Framework

In the United Kingdom, the Health and Safety Executive (HSE) has established Management Standards to address occupational stress, which can encompass bullying. Managers failing to meet these standards, particularly regarding managing relationships and unacceptable behavior, may be identified as engaging in bullying.^[47]^[1]

Legal and Regulatory Aspects

Legal Protections

While specific legislation against workplace bullying varies globally, many jurisdictions address it through broader anti-harassment and occupational health and safety laws. In the U.S., the Equal Employment Opportunity Commission (EEOC) often handles retaliation claims, where employees are bullied for objecting to illegal discrimination.^[16] Employers have a duty to provide a safe working environment, which includes mitigating risks associated with bullying.

UK Management Standards

The UK's HSE Management Standards provide a framework for managing occupational stress, indirectly addressing bullying. These standards cover demands, control, support, relationships, role clarity, and change management. Non-compliance, particularly in managing relationships and unacceptable behavior, can indicate bullying practices.^[48]

Related Concepts

Abusive Supervision

Abusive supervision is closely related to workplace bullying, often involving hierarchically superior agents. It focuses on the supervisor's behavior without necessarily detailing their intent, whereas bullying emphasizes the pattern and impact of mistreatment.^[96]

Toxic Leadership

Toxic leaders often exhibit traits associated with bullying, such as narcissism and a lack of empathy. They may create environments characterized by fear, manipulation, and disrespect, contributing significantly to a toxic workplace culture.^[101]

Power and Control

Workplace bullying frequently involves the abuse of power and control. Tactics can range from overt aggression to covert manipulation, isolation, and economic control, all designed to subjugate the target and maintain dominance.^[97]

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References

Namie, Gary and Ruth Workplace Bullying Institute Definition

Salin D, Helge H "Organizational Causes of Workplace Bullying" in Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2010)

T Portis (2 January 2011) Understanding the Psychology of the Kiss-Up/Kick-Down Leader Lightkeepers Journal

Marcello C Perceptions of Workplace Bullying Among IT Professionals: A correlational analysis of workplace bullying and psychological empowerment of Workplace Bullying Among IT Professionals (2010)

Spacey, S. 2015. 1. Overview of the Cyberbullying Supported by Waikato University Case. ERA Case 5519228, New Zealand. Retrieved on 11 November 2015.

Spacey, S. 2015. 2. Details of the Cyberbullying Supported by Waikato University Case. ERA Case 5519228, New Zealand Retrieved on 11 November 2015.

Power & Control in the Workplace American Institute on Domestic Violence

Beale, D. (2001). Monitoring bullying in the workplace. In N. Tehrani (Ed.), Building a culture of respect, managing bullying at work.

Clarke J Working with Monsters: How to Identify and Protect Yourself from the Workplace Psychopath (2012)

Baibak, P; Hare, R. D Snakes in Suits: When Psychopaths Go to Work (2007)

Roberts, G. S. (2014). Power Harassment'and the Workplace Environment in Japan: The Evolution of the Concept Amidst Uncertain Times (Doctoral dissertation, Waseda University).

A full list of references for this article are available at the Workplace bullying Wikipedia page

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This content has been generated by an AI model and is intended for educational and informational purposes at a postgraduate level. It is based on data synthesized from publicly available sources, primarily Wikipedia. While efforts have been made to ensure accuracy and comprehensiveness, the information may not be exhaustive or entirely up-to-date.

This is not professional advice. The information presented here does not constitute legal, psychological, or HR consultation. Readers are strongly advised to consult with qualified professionals for specific guidance related to workplace issues, legal matters, or personal well-being. Reliance on any information provided herein is solely at the user's own risk.

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The Unseen Battle

💡 Dive in with Flashcard Learning! 💡

Defining Workplace Bullying ℹ️

⚖️ Core Concept

🔄 Key Characteristics

🗣️ Diverse Manifestations

Statistical Landscape 📊

📈 Prevalence Rates

👥 Perpetrator Dynamics

📉 Organizational Impact

Demographic Considerations 👤

♀️ Gender Disparities

🌍 Racial and Ethnic Factors

📊 Other Correlates

Typology of Behaviors 🎭

🛠️ Common Tactics

🧠 Personality and Culture

💥 Forms of Bullying

Consequences and Costs 💸

🧠 Psychological and Physical Health

💰 Financial Ramifications

📉 Organizational Performance

Organizational Culture and Climate 🏢

🌬️ Climate of Fear

⬆️ Kiss Up, Kick Down Dynamics

🌍 Geographical and Cultural Influences

Historical Context 📜

🔬 Origins of Research

🇬🇧 UK Legal Framework

Legal and Regulatory Aspects ⚖️

📜 Legal Protections

🇬🇧 UK Management Standards

Related Concepts 🔗

👔 Abusive Supervision

👑 Toxic Leadership

🤝 Power and Control

Teacher's Corner 🧑‍🏫

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Dive in with Flashcard Learning!

Defining Workplace Bullying

Core Concept

Key Characteristics

Diverse Manifestations

Statistical Landscape

Prevalence Rates

Perpetrator Dynamics

Organizational Impact

Demographic Considerations

Gender Disparities

Racial and Ethnic Factors

Other Correlates

Typology of Behaviors

Common Tactics

Personality and Culture

Forms of Bullying

Consequences and Costs

Psychological and Physical Health

Financial Ramifications

Organizational Performance

Organizational Culture and Climate

Climate of Fear

Kiss Up, Kick Down Dynamics

Geographical and Cultural Influences

Historical Context

Origins of Research

UK Legal Framework

Legal and Regulatory Aspects

Legal Protections

UK Management Standards

Related Concepts

Abusive Supervision

Toxic Leadership

Power and Control

Teacher's Corner

True or False?

Test Your Knowledge!

Gamer's Corner

Discover other topics to study!

References

Feedback & Support

Academic Disclaimer

Important Notice