SUBORDINATES CAN BE BULLIES AS WELL AS MANAGERS

Managers and supervisors account for 80% of bullying, which manifests as shouting or insulting subordinates. However, bosses can be bullied, too. Having authority does not always mean having the power to match. For example, research in Ireland shows that a significant number of primary school principals are victims of bullying by staff members. Some managers depend on their subordinates for expertise, and an abusive subordinate can subtly withhold it. The abusive subordinate can also stay away from meetings, or make excuses to leave the workplace, pretending that they are unwell, while they backbite and undermine their superiors. They are adept at using moral blackmail and at fomenting resistance to change in the workplace. Managers and supervisors are reluctant to seek help because they fear that it might damage their authority. They do not understand that the abusive personality type has no respect for authority, or for appropriate boundaries.
Since abuse is based on power and control, bullying is easily facilitated in hierarchical organisations such as the army or the police, which are based on military obedience and power. Such ‘official’ power can breed the worst cases of abuse and generate utter helplessness in the victim. General Haig ordered the execution of over 300 soldiers during the First World War to inspire fear in the remaining soldiers. Research shows evidence of rampant bullying in police and military forces around the world. It is accompanied by persistent denial or minimisation of bullying by upper management.
The power exercised by upper management in the police was seen in Ireland in 2009, when the police threatened to strike following wage cutbacks during the economic crisis. They were immediately threatened with arrest and imprisonment if they proceeded with strike. This view is understandable in the context of the security of the state, but the threat shows that the naked power of management needs to be exercised with responsibility.
There is plenty of scope for intimidation, threats of legal action, and muzzling in these hierarchical organisations. Employees may be denied promotion, demoted, or shifted throughout the organisation without consultation. Their contracts may be terminated without good reason.
Adapted from Jim O’Shea’s book Abuse. Domestic Violence, Workplace and School Bullying published by Cork University Press
THERAPISTS IN TIPPERARY
PSYCHOTHERAPISTS IN TIPPERARY
COUNSELLORS IN TIPPERARY
DOMESTIC VIOLENCE
ABUSE
DEATH OF A CHILD