Bullying is the most serious on the incivility-harassment-bullying continuum.
There are many definitions for workplace bullying. Some emphasize its malicious nature, while others believe that it may be done without conscious intention at all. Here are two solid definitions.
Bullying is “the repeated mistreatment of one employee targeted by one or more employees with a malicious mix of humiliation, intimidation and sabotage of performance”
Or bullying is: “the repeated mistreatment of one or more employees, sometimes by an employee in a position of influence or authority, who, intentionally or unwittingly, subjects others to behaviour that humiliates, demoralizes or otherwise undermines the victim’s credibility, effectiveness and personal wellbeing. The behaviours are unwelcome to the victim and undertaken in circumstances where the victim has difficulty in defending themselves”.
Generally, all definitions tend to differentiate bullying as a repetitive behaviour. The same offensive or humiliating behaviour could be labeled `harassment’ if done once or twice but would probably be labeled as `bullying’ if persistent.
Research suggests that the most common form of bullying involves the abuse of power by superiors against subordinates. This often takes the form of public rebuke, temper tantrums, unreasonable requests, unfair assignment of work, threatening etc.
As is the case with `harassment’, to a large extent bullying is in the eyes of the beholder. In today’s Canadian environment, a manager with an abrasive style runs the risk of receiving a complaint for bullying. But there’s another point of view too. Some of the best known, trail blazing leaders were admired by many of their people while being perceived by others as `bullies’. Need some commonly acknowledged examples? Think of General Electric’s Jack Welch or Motorola`s Ed Zander, Harvey Weinstein of Miramax or Martha Stewart.
In fact, according to Roderick M. Kramer, professor of organizational behaviour at Stanford Graduate School of Business, many of those CEO’s considered to be intimidating bullies have had “educational and sometimes transformational” relationships with combative bosses. In their demanding ways and impossible-to-meet standards, they can actually make their people excel and be the best they can be.
Clearly, the issue of bullying is a complex one. If you’re interested in understanding its not-so-obvious side, I highly recommend reading Kramer’s interview with the Boston Globe at http://www.boston.com/business/articles/2006/03/26/need_to_shake_things_up_a_bullying_boss_may_be_best, it sure provides some food for thought!
