We often think of workplace bullying as something done by supervisors and people with positional authority. However, a 2021 study by the Workplace Bullying Institute assessed that 14 percent of workers (link) experience bullying behaviors from people with less organizational authority-- a phenomenon sometimes called "upward bullying."

Bullying negatively affects the health of individuals and groups, and often brings feelings of anger, fear and shame. However, upward bullying can be especially hard to counteract because it is subtle and cumulative.

Here are three steps to identify upward bullying and mitigate its effects.

List persistent feelings you experience when interacting with someone who may be engaged in upward bullying and with those to whom you report regarding the individual. Be as specific as possible.

• • Some common emotions when interacting with a bullying direct report or student are confusion, feelings of dread, plunges in self-confidence and unexpected depression.

  • Common signs with respect to supervisors are feelings of being isolated, embarrassed, incompetent and adrift.

  • When these feelings occur regularly with both people (the person supervised or taught and your supervisor), it may be helpful to take steps to address upward bullying in action-- even if the intent is not there. Taking steps to address it can help reduce your own negative feelings, even without necessarily knowing the intent of others. 

Develop a plan to address the issues and engage your supervisor to seek support

• • Begin with the assumption that your supervisor is not aware of the behaviors. Proceed carefully-- you are striving to address two relationships at the same time: one with your direct report or student, and another with your supervisor. 

  • If your supervisor is unaware of how they may be contributing, share what you are perceiving and request assistance in empowering you to address the situation with the person your supervise or teach. 

  • If your supervisor becomes defensive or critical, on the other hand, request feedback in a separate setting. Take steps to clarify your authority to deal with the issue. And in some instances, where it becomes evident a supervisor is not willing to support you in dealing with the bullying, you may need to seek outside assistance to protect yourself professionally.

When speaking with the person engaged in upward bullying, orient toward organization goals and values, with no path around you

• • Upward bullying is often an attempt to bypass or diminish the person who is the target. Your desired mindset, then: It's not about you, but success for the person engaged in upward bullying will not happen without you. To bridge that gap, try to see possible goals of the person in the context of shared values, such as initiative, persistence, efficiency and quality. Then orient the conversation toward mutually supportive ways to achieve based on those values.

  • Identify actions that appeared to you to undermine those goals and values. Request a different approach to achieving them. If the person engaged in upward bullying suggests you are the problem, thank them for the feedback and gently return to addressing unacceptable behaviors. 

  • Be careful to show support for formal means of dispute resolution and accountability if the other person suggests misconduct or violations of law or policy, such as Human Resources, collective bargaining representatives or compliance functions such as the Title IX Office. Also, welcome informal dispute resolution options such as a facilitated discussion with Faculty Affairs or help from the Ombuds Office when appropriate.