Understanding Upward Bullying in the Workplace and Its Impact on Team Dynamics

Workplace bullying usually brings to mind images of managers intimidating their staff.

But what happens when the bullying flows upward, from employees toward their managers? This less-discussed form of workplace conflict can disrupt team dynamics and create a toxic environment that affects everyone.

Let me share a story that illustrates this well and preface it with the note that this was in 2019.

A David McCaffrey lookalike once worked for a small team in a huge organisation. The team consisted of five individuals and one overarching ruler. This ruler was not around much, personal circumstances not permitting, so one of the team members was carrying out a duel role of boss and interim overarching ruler (let’s call this person Romilly, which means ‘God’s beloved one’ if you’re interested!).

Two of the team members did not like Romilly very much; often stating that their feelings were not personal but purely business-related. It was, however, clear that a certain amount of the animosity that existed was absolutely personal. Romilly had made decisions that they felt should have been discussed with them, objectives were pursued that they felt they should have had a say in… the usual story. They were included as and where appropriate, but as you know, not every decision is required to be cleared with us underlings.

One of these team members was lovely but easily influenced by the other. The other was capable of moments of absolutely kindest and humility, but was, in essence, a bully.

A bully that bullied upward… towards Romilly.

Upward bullying is something that doesn’t quite have the same level of inclusion when the issue is raised. Indeed, it is often perceived that a less senior employee will usually have more support from their employer for one reason or another (for example, avoiding risk from an organisational point of view) than a manager may receive.

So, what can cause upward bullying to occur?

It can be for a number of reasons, such as organisations going through periods of rapid change and driven by volatility, instability, growth or expansion, disgruntled employees upset about change can react by blaming their manager and respond by bullying them, especially if staff feel ‘left out of the loop’ or ‘in the dark’ when changes occur, inadequate frameworks, systems, and processes across the human resource function… or simply because they do not like a person.

Certainly, in the case above, it was a matter of not liking the person who was now the boss coupled with the fact there had been a number of structural changes and the introduction of someone that looked like me!

From day one, my lookalike was not entirely made to feel welcome by one of the two (‘Easily Led’ was always lovely), though they did form a bond over very similar interests that, at the time, seemed to have broken the proverbial ice.

Yet the upward bullying continued, despite friendly conversations with this colleague about their behaviour. Being old fashioned, my lookalike believed that you should have respect for your boss, certainly if you are a subordinate.  

Upward bullying of Romilly had the effect of causing her to lose confidence in her own abilities, feel less satisfied in her job and potentially undermined the achievement of business objectives. Other scenarios involving the bully included a failure to comply with rules, failure to meet deadlines and attend meetings on time, always being late when Romilly wasn’t at work, a disrespectful attitude in public and in meetings to undermine Romilly’s authority in front of others and increasing the incidence of gossip and ‘chatter’ that occurred amongst staff. All of this allowed the bully to make unrealistic demands and dictate unrealistic expectations.

The apotheosis of this situation was that the individual in question felt they had a sense of entitlement because they were best friends with the ‘currently absent’ overarching ruler and had been working there for a long time. They resented being managed; despite identified performance issues, and would always respond to suggested changes with “we’ve always done it this way”. All of this destabilised the workplace harmony with the sole intention of blocking any change that would force them to lift their game. There is no doubt that this individual was highly knowledgeable in their field of ‘deep-sea diving’, but they used this as a weapon of superiority.

The aforementioned inappropriate relationship with the ‘currently absent’ overarching ruler meant that none of the above was addressed nor even acknowledged. Even when the ‘currently absent’ ruler had been present in meetings and some of these behaviours had taken place, there was nothing said or done. Yet when the ‘currently absent’ ruler wasn’t present, a capricious and cruel series of behaviours were displayed towards Romilly, behaviours at odds with everything we know to be professional.  

If you were to use a psychological slant to address the aforementioned, you may conclude that the bully had narcissistic traits, low self-reflection and high self-esteem, (not low, as sometimes assumed) and the confidence to take on someone with greater formal power.

Ultimately, these behaviours were addressed formally, with a short but apparently sincere attempt to acknowledge their part in things (gifts were even given to offer thanks for their efforts), but it didn’t last and things came to a head over a completely innocuous subject that was related to a topic so far removed from being personal, you would have to hear it to believe it.

So, in order to take the heat off their aggressive behaviour, the bully resorted to embark on a grievance process that shifted the focus of any scrutiny away from themselves and onto Romilly and a colleague.

So, what happened to this bully?

Absolutely nothing.

Because this organisation doesn’t address bullying. They feel that knowledge and experience are an acceptable substitute for unprofessional and malicious behaviour, which is why these situations continue ad nauseam.

Colleagues will leave; others will come in and face the same situation… maybe not immediately, but eventually. A bully cannot hide their behaviour forever. They can temper it, but their true nature will always be revealed.

Of course, in this situation, the ‘currently absent’ overarching ruler is complicit in the bullying, as they are unwilling to do anything about it and constantly offer the bully their support. They refused to see anything negative about their behaviour. That is perhaps the scariest thing. But what is it they say? ‘It’s not what you know, but who you know.’

Others would try to help and offer support to Romilly but to little avail, as the forces of darkness are a resource that does not serve humans but its own, self-serving agenda. Romilly, incidentally, was an excellent boss; trying to make changes in a world where changes are anthemia to others. She was considerate, knowledgeable, kind, compassionate and really wanted to make a difference in her occupation and in the forum she worked in. But she was always being forced to ice-skate uphill, never being offered a hand if it looked as though she was going to fall.

Rubbish, eh?

But this is an example of upward bullying, where employees target their manager with aggressive or undermining behaviour.

What Is Upward Bullying?

Upward bullying occurs when employees direct hostile or aggressive behavior toward their supervisors or managers. Unlike traditional bullying, which usually flows from higher to lower ranks, upward bullying challenges the authority and well-being of those in leadership roles.

This behavior can take many forms, including:

• Undermining decisions or authority

• Spreading rumors or gossip about the manager

• Ignoring or refusing to follow instructions

• Publicly criticizing or humiliating the manager

• Passive-aggressive behavior or deliberate non-cooperation

  
  

Upward bullying is often overlooked because managers are expected to handle difficult employees. There is also a perception that employees have more protection from the organization, making it harder for managers to report or address the issue.

Why Does Upward Bullying Happen?

Several factors can trigger upward bullying in the workplace. Understanding these causes helps organizations and leaders prevent and manage this behavior effectively.

Rapid Organizational Change

When companies undergo rapid growth, restructuring, or other major changes, employees may feel uncertain or insecure. If communication is poor, staff can feel “left out of the loop” or “in the dark.” This frustration sometimes turns into blaming managers, who become targets for bullying.

Lack of Clear Processes and Support

Inadequate human resource frameworks and unclear policies can leave managers vulnerable. Without clear guidelines on handling bullying, managers may feel unsupported and unable to act.

Personal Conflicts and Power Struggles

Sometimes, personal dislike or rivalry fuels upward bullying. In the story, Romilly’s decisions upset some team members who felt excluded. This personal animosity mixed with professional disagreements can escalate into bullying.

Employee Discontent

Disgruntled employees who feel undervalued or ignored may lash out at their managers. This can be a misguided attempt to regain control or express dissatisfaction.

How Upward Bullying Affects Team Dynamics

Upward bullying does not just harm the targeted manager; it impacts the entire team and organization in several ways.

Erodes Trust and Respect

When employees bully their manager, it breaks down the trust and respect necessary for a healthy team. Other team members may feel uncomfortable or divided, unsure whom to support.

Lowers Morale and Productivity

A toxic environment created by bullying drains energy and motivation. Managers under attack may struggle to lead effectively, and employees may disengage or become less productive.

Increases Turnover

High stress and conflict often lead to higher staff turnover. Losing valuable team members disrupts projects and increases recruitment costs.

Weakens Leadership

Managers facing bullying may lose confidence or avoid making decisions. This weakens leadership and can slow down progress or innovation.

How to Recognise Upward Bullying Early

Spotting upward bullying early can prevent serious damage. Here are some signs to watch for:

• Managers showing signs of stress, anxiety, or burnout

• Frequent conflicts between managers and specific employees

• Employees openly challenging or ignoring managers’ instructions

• Gossip or negative talk about the manager spreading in the team

• Managers avoiding certain team members or meetings

  
  

Practical Steps to Address Upward Bullying

Organizations and leaders can take concrete actions to reduce upward bullying and improve team dynamics.

Build Open Communication Channels

Encourage honest and respectful dialogue between managers and employees. Regular check-ins and feedback sessions help clear misunderstandings before they escalate.

Provide Training and Support for Managers

Equip managers with skills to handle difficult conversations and conflict resolution. Support from HR and leadership is crucial to empower managers to act confidently.

Establish Clear Policies and Procedures

Create and enforce policies that define unacceptable behavior, including upward bullying. Make sure everyone understands the consequences and reporting mechanisms.

Foster Inclusive Decision-Making

Involve team members in decisions that affect their work. Feeling heard reduces resentment and the likelihood of bullying.

Address Personal Conflicts Promptly

When personal issues arise, intervene early with mediation or coaching. Ignoring conflicts allows them to grow and harm the team.

The Role of Leadership in Preventing Upward Bullying

Leadership sets the tone for workplace culture. Leaders who model respect, transparency, and fairness create an environment where bullying is less likely to thrive.

Leaders should:

• Recognize the signs of upward bullying and take them seriously

• Support managers who face bullying and provide resources

• Promote a culture of accountability and respect at all levels

• Encourage team-building activities to strengthen relationships

Everything I have noted here is from experience, even the brief story of Romilly.

Upward bullying is a complex issue that can quietly undermine teams and organisations. By understanding its causes and effects, leaders can take meaningful steps to create healthier workplaces. When managers feel supported and respected, they lead stronger teams, and everyone benefits.

In the past six years, I have seen, time and again, evidence of such support, respect and appreciation that have lifted teams, including my own, to heights beyond where they, perhaps, thought they could ever reach. And that is how it should be. I have said repeatedly that where I work now, and the people I am surrounded by, are amongst the very best of humanity (and I have seen some complete shits, narcissists and absolute forbiddean words). I have learnt so much from them, as a nurse and member of the human race that it is often humbling.

Yet so many other work placces do not have this luxury of support and respect. I don't know why - kindness isn't difficult or costly, yet some seem to feel it is too higher price to pay.

Good advice I try to follow is this - never be cruel, never be cowedly. Remember that hate is always foolish and love is always wise. Laugh hard, run fast, be kind.

In my opinion, not partaking in kindnesses affability means you may well, one day, pay with more than just your wallet. It may have taken part of your soul.