Upward Bullying: When Managers Are Bullied by Employees

When workplace bullying is dealt with, the focus is generally directed at employees being mistreated by their managers or supervisors. However, there is a lesser-known yet equally damaging phenomenon known as upward bullying—where employees bully their bosses or team leaders. Although it is not as often discussed, it has very real consequences for leadership effectiveness and the overall health of a company.  

Research findings are compelling, revealing that upward bullying is far more commonplace than business acknowledges. Here are recent research findings from the UK and USA: 

• A 2023 survey including over 1,000 managers conducted by the Chartered Management Institute (CMI), found that 33% of managers reported that they had experienced bullying or harassment from their staff. 

• The Workplace Bullying Institute (WBI) U.S. National Survey 2021, while primarily focused on general bullying, notes that 17% of workplace bullying comes from subordinates – a figure that continues to rise in environments with flatter hierarchies or disrupted leadership structures. 

1. Understanding upward bullying in the workplace 

Upward bullying occurs when subordinates use tactics such as manipulation, sabotage, gossip, exclusion, or insubordination to undermine their leaders and it introduces a complex challenge for companies to overcome. Its goal is often to discredit, destabilise, or force a manager out – especially one who imposes accountability or tries to implement change. This behaviour may stem from resistance to authority, entitlement, or even collective rebellion within a team. 

2. Scenarios of employee-initiated bullying toward bosses 

To understand how this issue manifests, it’s helpful to examine some real-world scenarios. These scenarios illustrate how upward bullying can take both overt and covert forms, from direct insubordination to more subtle psychological tactics like exclusion, passive-aggressiveness, or gaslighting. 

Scenario 1: The undermined manager

A newly promoted team leader begins enforcing stricter deadlines and accountability measures. In response, a few senior employees band together to spread rumours that the manager is “incompetent” or “micromanaging.” They question every decision publicly during meetings, roll their eyes when spoken to, and complain directly to higher-ups, exaggerating issues. Over time, the manager feels isolated and unsupported, and their confidence decreases. 

Scenario 2: The sabotaged supervisor

A department head introduces a new workflow system to improve efficiency. A disgruntled employee, opposed to the change, purposefully misuses the system, then blames the manager for process failures. The issue escalates when the employee rallies others to resist the new procedure, effectively halting progress and placing the manager in a difficult position with senior leadership. 

Scenario 3: The targeted female leader

A woman promoted to a leadership role in a traditionally male-dominated environment is constantly interrupted in meetings, excluded from informal decision-making conversations, and belittled in private and public interactions by a few male team members. Their subtle but consistent undermining leads others to question her authority. 

3. The impact of business leaders being bullied 

The effects of upward bullying by employees include loss of leadership confidence, impaired decision-making, and a toxic workplace culture. It can cause high manager turnover, weaken authority structures, and disrupt team performance, ultimately harming organisational stability and morale across all levels of the business. Here are 5 effects in more detail:  

• Decreased leadership effectiveness:

  When leaders are bullied, their ability to make confident decisions deteriorates. Self-doubt can replace assertiveness, and hesitation can replace innovation. This loss of leadership clarity can trickle down the ranks, affecting team morale and productivity.

• High turnover of managers:

  Many bullied leaders eventually resign or request transfers, especially if they feel unsupported by upper management. This leads to increased recruitment and training costs and disruption in continuity and project delivery. 

• Toxic workplace culture:

  When employees realise that bullying a manager yields results – such as getting them replaced or forced to back down – it sets a precedent that respect for authority is optional. This undermines the company’s hierarchy and values, fostering a culture of manipulation and conflict. 

• Lowered team performance:

  A bullied leader often focuses on survival rather than strategic leadership. They may avoid confrontation, ignore problematic behaviours, or shy away from innovation. This puts the brakes on the team’s progress and can lead to inefficiencies and missed opportunities. 

• Legal and reputational risks:

  In some cases, workplace bullying can escalate to legal disputes, particularly if it can be proven that an employer failed to protect a leader from sustained harassment. It can also damage the company’s public image, especially in industries where leadership integrity is critical. 

Why upward bullying is often overlooked 

There are several reasons why upward bullying fails to be widely recognised: 

• Stereotypes and biases:

  Many assume leaders are too powerful to be bullied, dismissing complaints as signs of weak leadership rather than harassment. 

• Shame and silence:

  Leaders may be reluctant to report bullying out of fear of seeming incompetent or vulnerable. 

• Lack of policies:

  Most organisational anti-bullying policies are designed to protect staff from management, not the other way around. 

• Perceived justification:

  Employees often rationalise their behaviour if they feel justified due to a manager’s decisions or leadership style, even if those actions are within reason or necessary. 

This combination of silence, denial, and poor policy coverage allows the problem to persist, sometimes unnoticed until serious damage is done. 

 5. What leaders can do about it

Facing bullying from subordinates can be a difficult and isolating experience, but there are practical steps a manager or leader can take: 

• Document everything:

  Keep a detailed record of incidents, including dates, behaviours, witnesses, and any actions taken. This documentation is essential when escalating the issue internally or legally.

• Establish clear boundaries:

  Leaders should clearly communicate expectations and professional boundaries. When inappropriate behaviour is addressed early and assertively, it may deter escalation. 

• Seek support from HR or higher management:

  Don’t try to handle everything alone. Bringing in HR can ensure the issue is addressed through the right channels. If HR is ineffective, consider speaking with a trusted executive sponsor. 

• Build alliances:

  Identify team members or colleagues who support respectful workplace culture. Allies can provide emotional support, validate experiences, and even help redirect team behaviour. 

• Prioritise emotional wellbeing:

  Bullying takes a toll on mental health. Leaders should not hesitate to access employee assistance programmes (EAPs), therapy, or coaching to process the situation and develop coping strategies. 

• Implement organisational change:

  Companies should revise their policies to address bullying in all directions. Offering leadership training, conducting anonymous surveys, and fostering an open-feedback culture can help reduce bullying and hold everyone accountable—regardless of position. Successful leaders need excellent quality followers. Click here to read our blog, Five Steps in Creating Exemplary Followers.  

Have you detected upward bullying in your company? 

Team development workshops are an excellent forum to halt upward bullying, aimed at improving team cohesion, communication, and overall performance. Click here to learn more about 4Seeds Consulting’s team development workshops.  

In conclusion 

When it comes to bullying and harassment in the workplace, while the image of the overbearing boss still dominates public perception, reality paints a more complex picture – one where leaders, too, can be victims of harassment and bullying by their own teams. This form of dysfunction not only harms the individual leader but also weakens the fabric of the business. Companies must be open-minded in their understanding of power dynamics and commit to creating cultures where everyone, including those in leadership roles, feels respected and supported. 

Over to you for sharing your comments and experiences.