A recent LinkedIn post on upward bullying highlighted how rarely we address this particular workplace issue. As an independent HR Investigator who has examined numerous such cases, I wanted to share a more comprehensive perspective on this challenging issue – how it manifests, why it’s difficult to address, and what helps establish these cases during formal investigations.
Understanding Upward Bullying in Context
Upward bullying occurs when individuals or groups direct undermining behaviours toward someone in a position of authority. Unlike more recognised forms of workplace misconduct, it often operates in the shadows of organisational life, making it particularly difficult to address effectively.
In my experience, I’ve found upward bullying typically emerges in several common scenarios:
Transitional Leadership
New managers or leaders often face heightened vulnerability, particularly when replacing well-liked predecessors or entering established teams. The transition period naturally creates uncertainty, but when normal teething problems shift into coordinated efforts to undermine authority, upward bullying may often be at play.
Driving Necessary Change
Leaders tasked with implementing organisational changes frequently become targets. Whether introducing new processes, addressing long-standing performance issues, or shifting operational priorities, those driving change often face resistance that crosses from legitimate professional concerns into deliberate obstruction.
Diversity and Different Perspectives
Leaders who represent change through their identity or approach – whether they’re younger managers bringing fresh perspectives, women in historically male-dominated fields, or professionals from diverse backgrounds – sometimes experience resistance that manifests as a pattern of undermining behaviour rather than direct discrimination.
Behavioural Patterns and Warning Signs
What makes upward bullying particularly insidious is how individual behaviours might seem relatively minor when viewed in isolation. It’s their persistent, coordinated nature that creates the harmful pattern. Common signs include:
- Strategic non-compliance: This appears when team members selectively follow directives or perform tasks differently than requested, then present this as misunderstanding rather than deliberate resistance.
- Information withholding: Information withholding involves excluding the manager from critical information flows or providing information too late to be actionable, effectively undermining their ability to make informed decisions.
- Public undermining: Some leaders may be publicly undermined by having their decisions questioned in group settings or there may be persistent challenges to their authority, potentially damaging their credibility
- Reputation damage: Reputation damage occurs when concerns about the manager’s competence are spread to peers, senior leadership, or stakeholders, creating a narrative of ineffectiveness.
- Collective resistance: This emerges when team members coordinate responses to create an impression of widespread issues with the manager’s approach rather than individual concerns.
These behaviours collectively create an environment where the manager’s authority is systematically weakened, making effective leadership increasingly difficult.
Investigation Challenges and Approaches
The subtle nature of many behaviours in upward bullying cases means traditional records of evidence may be limited. While documentation always strengthens a case, investigators must look beyond written records to identify patterns through various means.
Comparative analysis plays a key role in these investigations. Examining how the same individuals interact with different leaders often reveals telling inconsistencies in behaviour. Timing and context around incidents frequently provide valuable insights – for example, conduct that emerge immediately after accountability measures are introduced or performance issues are addressed may indicate resistance to legitimate management rather than genuine concerns. Consistency in witness accounts across different scenarios helps establish patterns, while assessment of whether resistance aligns with legitimate professional concerns or reveals different standards being applied to the manager also provides important context.
Organisational Context Matters
Effective investigations consider the broader context in which behaviours occur, as this often provides important insights into the dynamics at play. Recent organisational changes might explain certain types of resistance, making it important to distinguish between normal change management challenges and coordinated undermining behaviour. Historical responses to similar leadership approaches can also reveal patterns – if the current leader is being treated differently than predecessors who used similar approaches, this may indicate targeting rather than legitimate concerns.
Power dynamics that exist despite formal reporting structures often influence behaviours in unexpected ways. Longstanding employees may wield informal influence that exceeds their formal position, or groups may have established norms that resist any form of external direction. Cultural factors within the organisation also significantly influence how authority is exercised and perceived, with some workplace cultures normalising challenging managers in ways that can cross into undermining behaviour.
Witness Dynamics
Group settings can at times complicate this type of investigation as witnesses frequently feel conflicted about their loyalties to peers versus organisational responsibilities, making them hesitant to speak candidly. Many fear social consequences if they speak against the majority view, especially in tight-knit teams where social cohesion is highly valued.
Some witnesses may have participated in minor ways without recognising the cumulative impact of the group’s conduct on the targeted manager. Over time, problematic behaviours often become normalised as “just how things are done,” making it difficult for participants to recognise the pattern as unusual or inappropriate. This normalisation creates significant challenges for investigators trying to help witnesses recognise problematic patterns they’ve come to accept as routine.
Managing the Investigation Process
When conducting investigations into alleged upward bullying, several approaches have proven particularly effective in uncovering the full picture. The subtle and often collective nature of these behaviours requires tailored investigation techniques.
Creating safe interview environments is essential for gathering accurate information. Investigators must establish conditions where witnesses feel secure sharing their observations without fear of repercussions. This typically involves setting clear confidentiality rules, conducting interviews in neutral, private settings away from the immediate work environment, and carefully structuring questions that focus on specific behaviours rather than intentions. Providing opportunities for participants to describe workplace culture and patterns rather than solely individual incidents often reveals important context.
Rather than seeking a single definitive incident, effective investigations typically build a mosaic of consistent conduct that, taken together, establish a pattern. This means examining repetition across different situations, identifying inconsistencies in how policies or expectations are applied, analysing communication patterns within teams, and assessing whether resistance is proportionate to the changes being implemented.
Given the complexity of these situations, maintaining investigative objectivity is essential. This includes recognising that management styles can contribute to workplace tensions without justifying undermining behaviours, assessing whether concerns about leadership approach have been raised through appropriate channels, distinguishing between legitimate performance management and retaliatory actions, and considering both individual incidents and cumulative patterns in the analysis.
Organisational Responses and Prevention
Organisations can take proactive steps to address and prevent upward bullying through various systems and cultural interventions. A multi-faceted approach typically yields the best results.
Reporting Mechanisms
Effective reporting mechanisms form the foundation of any prevention strategy. These should include options for anonymous or confidential reporting that acknowledge the power dynamics at play. Clear processes for how concerns will be assessed help build trust in the system, while protection against retaliation encourages people to come forward. Organisations should recognise the unique power dynamics that may discourage reporting when the target is in a position of authority.
Leadership Support
Supporting leaders through these challenges is equally important. Creating forums where managers can discuss difficulties without fear of judgment provides valuable peer support. Mentorship during transitions or while implementing necessary changes helps navigate resistance effectively. Senior leadership should visibly support legitimate authority within the organisation, which means addressing emerging issues before they become entrenched patterns of behaviour.
Cultural Assessment
Regular cultural assessment helps identify potential hotspots before they develop into serious problems. Organisations should examine how change is typically received and managed, whether challenging authority happens constructively or destructively, if informal power structures undermine formal reporting relationships, and how leadership effectiveness is measured and rewarded. These assessments provide valuable early warning signals of potential upward bullying dynamics.
Moving Forward: Supporting Those Experiencing Upward Bullying
If you recognise upward bullying in your professional environment, there are several practical steps you can take to address the situation effectively:
Document where possible and maintain perspective
Document what you can by recording incidents with dates, times, participants, and specific behaviours. Even if you haven’t kept records from the beginning, start now – contemporaneous notes carry significant weight in formal processes. While doing this, maintain perspective and remember that experiencing these behaviours doesn’t reflect on your leadership abilities. Many excellent leaders face resistance, particularly when implementing change.
Seek support
Seeking support is important during these challenging situations. Consult with mentors, your HR representative, a Trade Union representative, or external advisors who can provide objective perspective on the situation. Sometimes just talking through the dynamics with a trusted colleague can help clarify patterns you’re experiencing.
Consider formal reporting
Consider formal reporting if the conduct continues. Even with limited documentation, properly conducted investigations can identify patterns of undermining behaviour. The key is focusing on specific behaviours rather than general feelings of being undermined.
In some situations, mediation might also be appropriate, particularly in the early stages when communication breakdowns might be contributing to the dynamic. A skilled mediator can help facilitate constructive conversations, establish clearer expectations, and rebuild professional relationships before patterns become too entrenched.
Focus on outcomes
Throughout this process, keep sight of the organisational goals you’re working toward rather than becoming derailed by resistance. Maintaining focus on the positive changes you’re implementing helps provide context for why certain behaviours might be taking place, especially if you’re addressing performance or accountability issues that weren’t previously addressed.
Conclusion
Upward bullying represents a significant yet under-addressed workplace challenge. As organisations increasingly rely on effective leadership to navigate complex changes, addressing these dynamics becomes essential not just for individual wellbeing but for organisational effectiveness.
By bringing greater awareness to this issue, creating effective investigation processes, and developing supportive organisational responses, we can ensure that necessary leadership can function effectively, creating healthier workplace environments for everyone involved.
This article expands on recent post and interesting conversation that emerged on LinkedIn.
If you’re experiencing workplace challenges that might involve upward bullying or need support with investigating these complex situations, contact me at ayesha@ayeshawilson.co.uk.
