Popular older pieces on workplace bullying

(image courtesy of clipart panda.com)

Dear readers, with this blog turning ten years old in December, I’ve been spending some time looking at some of my earlier posts. Not surprisingly, the most common and popular topics have pertained to workplace bullying, mobbing, and abuse.

Drawing from the first five years of Minding the Workplace, the following dozen articles on bullying and related topics have proven to be the most popular with readers, as measured by search engine “hits.” (The numbers range from around 5,000 to nearly 30,000 — the latter being the article on gaslighting as a workplace bullying tactic.) In recent years, I’ve revised some of these entries to incorporate new information and insights.

Especially for those of you who have discovered this blog in more recent years, perhaps these “vintage” pieces may be of interest.

Workplace bullying: Recognition, response, recovery, and renewal (2013)

When workplace bullies claim victim status: Avoiding the judo flip (2013)

Gaslighting as a workplace bullying tactic (2012; rev. 2017)

Maryland teachers sue for bullying and harassment (2012, with updates)

Workplace bullying in the non-profit sector (2011; rev. 2016)

When the bullying comes from a board member (2011; rev. 2017)

Post-Traumatic Embitterment Disorder and workplace bullying (2011)

Bullied at work? Avoid making these common mistakes (2010; rev. 2016)

Is emotional detachment an antidote for a nasty workplace? (2010; rev. 2016)

The workplace bullying suicide of Jodie Zebell, age 31 (2010)

Workplace bullying and mobbing in academe: The hell of heaven? (2009; rev. 2014)

Workplace bullying in healthcare I: The Joint Commission standards (2009)

The Trump effect on productivity (including mine)

I read the news today, oh boy

My confession: I am so appalled and alarmed by Donald Trump that he has had a negative impact on my productivity. It positively galls me to admit that this man has had that kind of influence on me for over two years.

Yesterday was a prime example. The momentous story that Trump chose to credit Russian president Vladimir Putin’s insistence that Russia did not interfere with the 2016 U.S. election, while largely dismissing the opposite findings of American law enforcement and intelligence agencies, left me stunned. It also meant that a chunk of my day was lost to reading news analyses online.

When it comes to Trump and my productivity, perhaps it doesn’t help that for nearly 20 years, I’ve steeped myself in research and commentary about bullying, dishonesty, bigotry, and abuses of power, especially in work settings. Some readers disagree with my assessment of Trump — every time I post negatively about him, I lose a few subscribers — but during the 30-plus years that I’ve been aware of him, I have yet to see any real evidence of empathy or kindness from the man. He is the consummate workplace bully and dishonest boss, and he is a master of gaslighting behaviors.

However, it’s not only a reaction to a certain personality type that pushes my buttons. I am alarmed by what I see transpiring on the national and international stages in terms of public policy. And I am deeply concerned that Trump is displaying a form of so-called leadership that others are emulating. He has been president for less than two years, yet I believe it will take at least a decade for us to recover from this.

Direct hit

Sometimes the Trump effect on my productivity has been about as direct as it gets, namely, on the very work I do concerning workplace bullying, mobbing, and abuse.

Two summers ago, when Maureen Duffy and I were working on our co-edited book set, Workplace Bullying and Mobbing in the United States, the unfolding presidential campaign was so distressing and distracting that I sometimes had trouble staying focused on the project. (How ironic is that!?)

In January 2017, I was still so dazed and reeling from the November election that it took me by surprise that it was time to reintroduce the anti-bullying Healthy Workplace Bill in the new session of the Massachusetts legislature. I did manage to pull myself out of my numbed state, but I was shaken that the election had such a profound impact on my psyche. (That won’t happen again.)

What to do?

Trump does what other deeply narcissistic, abusive types do so well. He sucks up our energy and attention in disproportionate amounts.

For those of us so affected, what are we to do? For starters, we need to be consciously aware of this impact. It means repeatedly reminding ourselves that many other important matters deserve our attention.

It can also mean taking the events of these times and turning them into lessons on how to change things for the better. For example, I’ll soon be sharing a draft of a law journal article that discusses how the Trump Administration’s policies and practices on immigration and health care have had especially traumatic effects on those directly affected by them. My longer range solution is that therapeutic jurisprudence — a school of philosophy and practice that embraces human dignity and psychologically healthy outcomes in the law — should be a framing perspective for making public policy.

Okay, I’m going to take a deep breath and publish this post. Then it’s back to other tasks, hopefully with fewer newsworthy distractions than yesterday. After all, bullies like it when others merely keep reacting to them. To advance human dignity in the face of contrary forces, we need to create our own agendas and pursue them.

On the dynamics of “puppet master” bullying at work

image courtesy of free.clipartof.com

In 2012 I proposed a type of work abuse that fits somewhere between workplace bullying and workplace mobbing. I called it “puppet master” bullying and described it as a form of “multiple-aggressor abuse at work that may stand at the fault lines between common conceptions of bullying and mobbing.” Here’s more:

In these situations, a chief aggressor’s power and influence over a group of subordinates may be sufficient to enlist their participation in mistreating a target, creating what looks and feels like a mob. For example, if the aggressor is a mid-level manager, he may recruit HR to help out with the dirty work and encourage the target’s peers to shun or bully her.

Even in cases of peer bullying, one aggressor can use intimidation and persuasion to turn others against a peer-level target.

One of the key indicators of puppet master bullying, all too infrequently realized, is what happens when the master is removed from the scene. Typically, much of the malicious energy that fueled the puppets fades away, and so with it much of the bullying behavior.

To be honest, my learned colleagues who are researching and theorizing about work abuse haven’t exactly jumped on board with this concept, so perhaps I should heed the silence. However, I see the puppet master dynamic playing out in so many situations — including organizations and communities — that I’m still using the term. As I often do with this blog, I’d like to take a few minutes to share how my thinking about it has evolved, drawing on ideas and authors that I’ve discussed in previous posts.

Who are the players?

As I suggested in a post last year, it’s important to think about workplace bullying and mobbing in the context of human and organizational systems, whereby the following players play their roles:

Thus, a typical campaign of severe bullying or mobbing at work involves multiple players, including but hardly limited to:

  • The main aggressor(s);
  • The supervisor or boss of the main aggressor(s), in order to ratify and sometimes further the abuse;
  • On frequent occasion, peers recruited/pressured/incentivized to join in on the abuse;
  • Human resources personnel to bureaucratically process the abuse through review and discipline of the target;
  • Legal counsel to provide cover for the organization and sometimes direct additional intimidation toward the target.

This certainly applies to puppet master bullying. So let’s take a closer look at these players.

Chief abusers

Puppet master bullies are often pretty evil. Not only are they prone to treating others abusively, but also they are willing and able to enlist others to help do the job. The latter uses fear and intimidation, promises and incentives, or some combination of all.

When I envision the classic puppet master bully, I think of the opening to Dr. Martha Stout’s invaluable The Sociopath Next Door (2005):

Imagine — if you can — not having conscience, none at all, no feelings of guilt or remorse no matter what you do, no limiting sense of concern for the well-being of strangers, friends, or even family members. Imagine no struggles with shame, not a single one in your whole life, no matter what kind of selfish, lazy, harmful, or immoral action you had taken. And pretend that the concept of responsibility is unknown to you, except as a burden others seem to accept without question, like gullible fools.

OK, I understand that not every workplace abuser is a genuine, clinically diagnosable sociopath. However, the key message of that passage seems to apply to so many people who mistreat or exploit others at work: They don’t have a conscience, or at least not much of one. In fact, in discussing with others the challenges of anticipating and responding to the hurtful actions of nasty, abusive employers, I often suggest: Think like a sociopath. Then you’ll get it. And so it is with comprehending many puppet master bullies.

The puppets: Foot soldiers, defenders, followers, and bystanders

Puppet master bullying necessarily involves the willing/coerced/incentivized participation of many others. In talking to bullying and mobbing targets, one of their most common, anguished laments runs along these lines: How could they have gone along with this? Don’t they have any sense of decency? They had to know this was terrible and unfair, and yet they went along or turned the other way.

It is on this note that I draw insights from philosopher and writer Hannah Arendt, whose writings on the nature of Nazi Germany help us to understand abuse in many other settings, including the workplace. Here’s what I wrote in 2014:

Philosopher Hannah Arendt invoked the phrase “banality of evil” to describe how Adolf Eichmann served as one of Hitler’s architects of the Holocaust. Since then, the phrase has come to represent — in more generic terms — how ordinary people become easily invested in the values of a morally bankrupt status quo and participate in terrible behaviors that seemingly are unthinkable in civilized society. These insights teach us a lot about how bureaucratic enablers of abusive bosses can help to facilitate the destruction of a bullying target. These professional handmaidens (usually HR folks and employment lawyers) are more than simple bystanders; rather, they are complicit in the abuse.

In puppet master bullying situations, the enlisted individuals typically go well beyond HR and the legal department. They are recruited from virtually any setting in which the target works and interacts with others. They are the puppet master’s everyday foot soldiers in conducting the bullying.

In addition, successful (I hate using that word in this context) puppet master bullying campaigns require co-employee bystanders who look the other way when they witness or otherwise become aware of the mistreatment. It’s a variation on see no evil, hear no evil, speak no evil. They may not be actively partaking in the bullying, but they’re not going to do anything about it either,

Target perceptions

Some may believe I’m exaggerating, but to be on the receiving end of puppet master bullying (or genuine mobbing) is to experience terrorism on the job. And that exactly is what many of the chief abusers want to convey. In either form, it looks and feels like a mob on the receiving end. As I wrote in my 2012 post on puppet master bullying:

From the standpoint of the target, the distinctions often matter little in terms of the experience of being on the receiving end. Whether it’s someone surgically directing or controlling her minions to bully an individual, or a true mob descending upon a lone target, it sure as heck feels like a mobbing.

For those studying these behaviors and trying to develop measures to curb them, however, the distinctions do matter. With puppet master bullying, removing the instigator(s) may be enough to stop the abusive behavior. With genuine mobbing, however, the remedy is even more difficult, because the emotional impetus to act has now infected an entire group.

In other words, with puppet master bullying, cutting the strings may be sufficient for the “puppets” to stop their onslaught of abuse. With genuine mobbing, however, the puppets are sufficiently enlisted to continue the mistreatment on their own.

***

Obviously we have a lot more to learn about comprehending and responding to bullying and mobbing in the workplace. I hope this has been of some help to folks who are experiencing or trying to understand this particular sordid brand of psychological abuse at work.

Ruminating, problem solving, and coping in the midst of work abuse

In an article recently published in the Journal of Occupational Health Psychology (abstract here), researchers Abbas Firoozabadi, Sjir Uitdewilligen, and Fred R. H. Zijlstra pose their key question in the title: “Should you switch off or stay engaged? The consequences of thinking about work on the trajectory of psychological well-being over time.”

Basically, they wanted to explore how taking our jobs home with us affects psychological well-being, especially when it comes to how we deal with work-related problems. Their focus was the distinction between ruminating (in this context, repeatedly thinking about the negative emotional aspects of a work experience) vs. problem-solving (analyzing potential responses and solutions). As some readers can already see, this study has significant implications for those experiencing forms of bullying, mobbing, and harassment at work.

Study details and findings

As explained in the article abstract, the study was conducted with “123 participants with full-time and primarily mentally demanding jobs,” using the following methodology:

We conducted a 3-wave longitudinal study with a time lag of 6 months between each wave. At the first measurement moment, participants filled out a survey over 5 consecutive working days assessing work-related affective rumination and problem-solving pondering during evenings. Exhaustion and health complaints were assessed at the first measurement moment as well as after 6 and 12 months.

The researchers found:

The results showed that affective rumination is a significant predictor of increase in exhaustion over time. Problem-solving pondering was not found to be a significant predictor of change in psychological well-being over time. These findings demonstrate that work-related rumination during evenings may lead to health problems over time depending on the type of rumination. It suggests that unlike affective rumination, problem-solving pondering during evenings has no influence on psychological well-being over time.

Bottom line, slightly boiled down: Ruminating about work challenges will likely have negative health effects, while thinking about work challenges in problem-solving mode is a typically a break-even proposition in terms of health.

Applied to workplace bullying, mobbing, and harassment

Over the past 20 years, I’ve heard or read hundreds of stories about severe work abuse. I’ve concluded that for targeted individuals, ruminating over these terrible experiences is one of the most common and debilitating thought patterns. It is a form of ongoing re-traumatization.

Researchers Firoozabadi, Uitdewilligen, and Zijlstra were not specifically studying the psychological health effects of bullying-related behaviors, but their research has significant implications for those who are experiencing work abuse. Their study results dovetail with what many have observed or experienced: Ruminating about workplace mistreatment can create and exacerbate health problems, while operating in problem-solving mode is less likely to have such impacts. In fact, the latter may even improve psychological well-being by injecting needed doses of hope and empowerment.

If one could easily flip the switch from rumination to problem-solving, well then, a lot of problems would be solved, right?! However, in many cases of work abuse, it’s more complicated than that, especially when psychological trauma enters the picture. All too often, trauma and rumination go hand-in-hand. Targets of work abuse often ruminate about what happened and how it has affected them. It’s harder for them to shift the focus toward potential responses and solutions.

This may very well be a neurological effect, not necessarily a personality trait. As research has found, traumatic experiences can cause the side of the brain governing emotions (the so-called right side) to go into hyper-active mode, while the side of the brain governing logic, communication, and decision making (the so-called left side) shuts down. As I’ve written before, this understanding helps to explain why many targets of work abuse ruminate about the experience of that abuse and its effects on their emotions, while finding it difficult to develop an ordered narrative of relevant events and engage in problem-solving.

(As a side note, I’ll offer some unscientific, indirect evidence of this dynamic, drawn from writing this blog since 2008: Blog posts on workplace bullying that validate the experiences of being abused at work tend to attract a lot more search engine hits and Facebook “likes” than those that are problem-solving or solution-oriented in nature.)

The ruins of rumination — and potential coping responses

In a 2010 Psychology Today blog post, Dr. Edward Selby provides a useful primer on rumination and its effects:

Rumination refers to the tendency to repetitively think about the causes, situational factors, and consequences of one’s negative emotional experience (Nolen-Hoeksema, 1991). Basically, rumination means that you continuously think about the various aspects of situations that are upsetting.

***

What’s so bad about rumination though, it’s all about problem solving right? While it’s true that problem solving and planning are essential to overcoming a difficult problem, people who ruminate tend to take these activities too far and for too long. . . . Sometimes people will ruminate about the problem so much so that they never even develop a solution to the problem.

***

The research is extremely consistent. People who ruminate are much more likely to develop problems with depression and anxiety, and those problems are hard to overcome for someone who fails to change ruminative thought patterns.

Fortunately Dr. Selby suggests how people break out of their cycles of rumination. He strongly recommends pursuing a genuinely enjoyable, distracting activity:

So how do you overcome rumination? Well have you ever heard the phrase, “get your mind off of the problem?” The answer is simple, to overcome rumination you need to engage in some kind of activity that fully occupies your mind and prevents your thoughts from drifting back to the problem.

***

There are many activities that can be used to distract from rumination, and the best one to use is one that is personal for you. For example, some good activities include reading a book, playing a game, exercising, talking to a friend (but not about the problem!), or watching a movie. Of course you are only limited by your creativity and access to different activities. Importantly, you have to enjoy the behavior for it to work.

Losing one’s self in something good

Selby’s advice is congruent with pieces that I’ve written in this blog about the importance of immersive hobbies and pastimes, especially for those who are dealing with toxic work situations. In a 2015 blog post, “Targets of workplace bullying: Pursuing healthy, immersive activities away from the job,” I wrote:

For some, delving into a positive, engaging, and immersive activity may serve as a healthy alternative to ruminating over a terrible work situation. This may be in the form of a hobby, a personal project, an avocation, volunteer work, or creating a side business.

. . . Therapy or counseling, and mindfulness activities such as yoga or meditation, may be helpful for coping with bullying at work. In addition, consider the possibility of a meaningful, life-affirming endeavor in which you can lose yourself in a good way.

I emphasize words such as meaningful and immersive. I am well aware that this is not as simple as picking out a hobby or pastime from some random list. (In this context, “Why don’t you try collecting coins?” is about as helpful as “You need to get over it.”) Rather, it’s about connecting to a positive activity decoupled from work. It will not address the bullying itself, but it may well provide a safe and enjoyable space away from it.

In that post, I told a story about Dr. Shelley Lane, who was experiencing workplace bullying at a college where she had previously worked:

When Dr. Shelley Lane was experiencing severe bullying at the community college where she worked and recovering from foot surgery that limited her mobility, she retrieved the personal journals she wrote during a formative year spent studying abroad as a young undergraduate and turned them into a book project.

In the Preface to her eventually published study abroad memoir, A Stirling Diary: An Intercultural Story of Communication, Connection, and Coming-Of-Age (2010), she wrote:

Soon thereafter fate provided me with two reasons why I should read them [her personal journals] again: a new president at the community college where I worked who made Attila the Hun appear weak and timid, and foot surgery that had me in crutches for four months. I finally returned to the journals to keep my mind away from the workplace bully and to forget that I wasn’t easily mobile.

In Dr. Lane’s case, there were good outcomes on multiple levels. First, she left that college for a better job at a better school. Second, as I wrote last year, she would later author a book, “Understanding Incivility: Why Are They So Rude?,” for which I was privileged to write the Foreword.

Not the last word, but hopefully of help

Dear readers, this obviously isn’t the last word on rumination and how to deal with it, but I hope it is of assistance to those who are experiencing it. Moving from rumination to problem-solving can be an important step toward healing and recovery. May it be so for you if you are in this difficult place.

***

Additional relevant posts

Coping with workplace bullying, mobbing, and abuse: Letting go of the story (but not completely) (2016)

The importance of hobbies and avocations during stressful and anxious times (2016)

Helping workplace bullying targets get beyond rumination (2015)

Post-traumatic embitterment disorder as a consequence of workplace bullying (2015)

Summer work is mostly about writing

My writing workspaces are not nearly as ornate! (Isabella Stewart Gardner Museum, Boston; photo by DY)

With spring semester final exams and papers graded, another academic summer begins. I understand that because I don’t teach in the summer, many folks assume that I have “summers off.” In reality, much of this time is devoted to writing. I deeply appreciate the opportunity to focus on serious scholarly projects. 

Among other things, I’m writing a new law review article about therapeutic jurisprudence, and it will complement my work as board chair of our new International Society for Therapeutic Jurisprudence. In this piece I’m attempting to make the case that American law should be framed by human dignity and psychological well-being. This article is a broad outgrowth of my longtime research and advocacy work on workplace bullying.

One of the biggest perks of working in this mode is that I’m not tied down to my office. I like to work at home or in the Boston Public Library. I’ve also been traveling a lot, and my laptop goes with me, typically joined by small piles of notes and article printouts. I can even get work done on airplanes, if the passenger seating space is sufficient. (For me, JetBlue is generally the best in that regard. By comparison, flying coach on an American Airlines 737 triggers claustrophobia and prompts even greater empathy for chickens confined to battery cages.)

Of course, long gone are the days when the summer seemed endless. It goes quickly, and soon another school year beckons. And in Boston, the seasons change, too. Before we know it, the leaves will be turning color as the cycle continues.

P.S. By the way, I just revised and beefed-up one of this blog’s most popular posts, “Gaslighting at work.” Especially because the term has entered our popular and civic culture more prominently in recent years, you may find it of interest.

The Boston Public Library is a pretty cool place to work. (Bates Hall reading room; photo by DY)

Academic institutions, abuse allegations, and organizational ethics

Writing for Inside Higher Ed, Greg Toppo asks why colleges and universities continue to deal with significant cases of sexual abuse and related mistreatment despite well-publicized, recent stories that should’ve served as cautionary tales:

When horrific, large-scale cases of sexual abuse emerged at Pennsylvania State University in 2011 and more recently at Michigan State University, higher education leaders expressed shock and vowed that such abuses would never happen again.

Then last month, it happened again. The Los Angeles Times reported on a University of Southern California gynecologist accused of decades of “serial misconduct” at a student health clinic, accusations now being investigated by police.

In each of the abuse cases, critics say key leaders failed to act on abuse reports until it was too late and dozens or even hundreds of victims came forward. How could the complaints fall through the cracks?

In several recent cases, presidents who mishandled abuse cases made one key error, said Susan Resneck Pierce, president emerita of the University of Puget Sound, who now serves as a consultant to presidents and trustees. She said they hadn’t created a campus culture in which it was expected that they’d be informed of allegations of inappropriate behavior.

The full piece is definitely worth reading. It incorporates comparative perspectives that reach outside of academe, including organizations such as the U.S. Navy and Starbucks. The article rightly includes a lot about organizational cultures and hierarchies.

For what it’s worth, here are some of my observations about the world of higher education that pertain to the ability of colleges and universities to prevent abuse and respond to it, including sexual harassment and assault, bullying, and other forms of mistreatment:

First, don’t presume that because someone is a university president, provost, or dean, that they got there because of outstanding leadership abilities and a strong sense of ethics and social responsibility. True, some college leaders are exemplars of these positive qualities. A good number of others fall well short of the mark. The higher education sector is no different than any other in terms of how people climb up the slippery pole, where at the top you find widely varying levels of leadership ability, integrity, and moral courage.

Second, don’t automatically put university boards of trustees on pedestals. Some boards are smart, inclusive, and effective; others not so. The latter can be easily susceptible to insular decision making, groupthink, and dismissive disregard of concerns expressed by rank-and-file stakeholders — especially if individual board members come from organizations that are built on top-down hierarchies.

Third, keep in mind that the constant fear of bad publicity — and accompanying effects on reputation and rankings, student recruitment, and alumni/ae fundraising — can yield different leadership responses. Some higher ed leaders will opt to take the high road, by establishing inclusive organizational cultures, acting preventively toward interpersonal abuse on campus, and responding promptly and fairly when concrete reports arise. Less admirable leaders may choose to take the low road, by pretending that problems don’t exist, sweeping reports of mistreatment under the rug, and retaliating against whistleblowers.

Workplace bullying and mobbing: Recommended book list

It’s time for an update. Back in 2011, I wrote up a list of 20 recommended books on workplace bullying and related topics. A lot of valuable work has appeared since then, and so I’ve revised and expanded the list to 30 books. Some books from the 2011 list do not appear here, but they will reappear in future lists.

A few explanations before we jump into the new listing:

  • First, this list emphasizes books that are primarily about workplace bullying, mobbing, and related behaviors, as well as the organizational cultures that fuel them. During the coming months, I’ll be sharing additional lists of recommended books, including those that focus on incivility at work and those that examine the dynamics of abusive behavior and trauma generally.
  • Second, I have not included several valuable books that look at bullying in specific occupational fields, such as education and health care. Those works, too, will be part of future lists.
  • Third, there is a strong U.S.-based focus here, with a healthy sprinkling of international perspectives. That said, important work on this subject continues to expand on a global scale, and I won’t even try to capture all of it here.
  • Finally, I have not covered the growing number of self-published titles on these topics, including first-person accounts of those who have experienced severe workplace mistreatment. There are important insights and stories in some of these works, but regrettably I have not been able to evaluate them for this list.

***

Andrea Adams, with Neil Crawford, Bullying at Work: How to confront and overcome it (1992) — A pioneering work by a BBC journalist whose investigations helped to launch the workplace anti-bullying movement.

Paul Babiak & Robert D. Hare, Snakes in Suits: When Psychopaths Go to Work (2006) — Informative and gruesomely entertaining look at the very worst types of workplace abusers, by two leading experts in psychopathic behavior.

Judith Geneva Balcerzak, Workplace Bullying: Clinical and Organizational Perspectives (2015) — Written by a clinical social worker and published by the National Association of Social Workers, this book is helpful to anyone who wants to understand workplace bullying and is especially useful for those in the social work field.

Emily S. Bassman, Abuse in the Workplace: Management Remedies and Bottom Line Impact (1992) — Excellent examination of the organizational costs of emotional abuse at work.

Carroll M. Brodsky, The harassed worker (1976) — Perhaps the earliest book to document and analyze these behaviors, this out-of-print and hard to find volume is worthy of mention for serious researchers and scholars.

Carlo Caponecchia & Anne Wyatt, Preventing Workplace Bullying: An Evidence-Based Guide for Managers and Employees (2011) — Brisk overview with thought-provoking case studies, and applying research and analysis to practices and responses.

Duncan Chappell & Vittorio Di Martino, Violence at Work (3rd ed., 2006) — One of several treatments classifying bullying and mobbing under the rubric of workplace violence, this one published by the International Labour Office.

Ellen Pinkos Cobb, Workplace Bullying and Harassment: New Developments in International Law (2017) — A very handy and thorough global compilation and summary of laws and regulations pertaining to workplace bullying, mobbing, and harassment.

Lynne Curry, Beating the Workplace Bully: A Tactical Guide to Taking Charge (2016) — Authored by a management and human resources consultant who has experienced workplace bullying, this book takes a helpful, systematic, coaching-based approach for those who are dealing with bullying at work.

Teresa A. Daniel & Gary S. Metcalf, Stop Bullying at Work: Strategies and Tools for HR, Legal, & Risk Management Professionals (2nd ed., 2016) — An “inside the fish bowl,” management perspective on preventing and responding to workplace bullying, with valuable guidance for different levels of organizational leadership.

Noa Davenport, Ruth Distler Schwartz & Gail Pursell Elliott, Mobbing: Emotional Abuse in the American Workplace (2002) — An early, important work built around the European conceptualization of mobbing and the vitally important research of the late Heinz Leymann.

Maureen Duffy & David C. Yamada, eds., Workplace Bullying and Mobbing in the United States (2018) — A two-volume, encyclopedic, multidisciplinary examination of workplace bullying and mobbing from an American perspective, featuring over two dozen contributors. As a co-editor and chapter contributor, I’m obviously biased in recommending this title, but I believe it’s very good. It’s also pricey, however, and thus most likely an investment for researchers, practitioners, and academic and professional libraries. You can learn more about it here.

Maureen Duffy & Len Sperry, Mobbing: Causes, Consequences, and Solutions (2012) — A thorough, scholarly examination of mobbing behaviors and dynamics and how to respond to them, co-authored by two leading authorities on the subject.

Maureen Duffy & Len Sperry, Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying (2014) — For both a comprehensive examination of workplace mobbing and valuable guidance for individuals, employers, and other workplace stakeholders, this is the best one-volume treatment of the topic.

Stale Einarsen, Helge Hoel, Dieter Zapf & Cary L. Cooper, eds., Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2nd ed., 2011) — Second edition of the best one-volume, multidisciplinary, international collection of research and commentary on workplace bullying, with contributions from leading authorities. I contributed a chapter on international legal responses to workplace bullying. Note: A third edition of this volume is in the works.

Tim Field, Bully in Sight (1996) — One of the first works on workplace bullying by an early U.K. anti-bullying movement advocate, it remains an important commentary for serious students of this subject.

Suzi Fox & Paul E. Spector, eds., Counterproductive Work Behavior: Investigations of Actors and Targets (2005) — Very useful collection of chapter contributions that includes considerable research and commentary on bullying.

Marie-France Hirogoyen, Stalking the Soul: Emotional Abuse and the Erosion of Identity (English ed., 2004) — Important analysis of emotional abuse in private lives and in the workplace by a French psychiatrist and therapist.

Randy Hodson, Dignity at Work (2001) — Broad examination of dignity at work, including bullying behaviors, from a sociological perspective.

Harvey Hornstein, Brutal Bosses and Their Prey: How to Identify and Overcome Abuse in the Workplace (1996) — This work by a social psychologist examines bad boss behaviors, with especially relevant research findings and commentary about abusive supervision in the midst of difficult economic times.

Sheila M. Keegan, The Psychology of Fear in Organizations (2015) —  An important book by a British consultant and psychologist that links the experience of fear at work to organizational cultures, and suggests solutions for moving forward. Includes a chapter on workplace bullying.

Pamela Lutgen-Sandvik, Adult Bullying: A Nasty Piece of Work (2013) — A leading researcher on workplace bullying and related topics has gathered her journal articles, many of which are co-authored with other experts, into a single volume helpful to both scholars and those dealing with bullying at their workplaces.

Gary Namie & Ruth Namie, The Bully at Work: What You Can Do to Stop the Hurt and Reclaim Your Dignity on the Job (2nd ed., 2009) — A seminal work by the individuals most responsible for introducing the concept of workplace bullying to a North American audience. It remains the most readable, accessible book for targets of workplace bullying. (Disclosure note: I have worked with the Namies and their Workplace Bullying Institute on a pro bono basis for almost two decades, and my work is discussed in this book.)

Gary Namie & Ruth F. Namie, The Bully-Free Workplace (2011) — The Namies’ step-by-step program for employers that want to pro-actively address workplace bullying, drawing upon many years of research and consulting.

Charlotte Rayner, Helge Hoel & Cary L. Cooper, Workplace Bullying: What we know, who is to blame, and what can we do? (2002) — An early, foundational book by three leading authorities on bullying and stress at work.

Peter Schnall, Marnie Dobson & Ellen Rosskam, eds., Unhealthy Work: Causes, Consequences, Cures (2009) — Occupational health experts analyze the psychosocial aspects of work, public health impacts, and possible stakeholder responses.

Robert I. Sutton, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (2007) — While the title alone guaranteed this book a fair amount of attention, its discussion of bullying and incivility at work is noteworthy in its own right.

Noreen Tehrani, ed., Workplace Bullying: Symptoms and Solutions (2012) — A thought-provoking collection of chapter contributions from an international group of scholars and practitioners, with an emphasis on European perspectives.

Kenneth Westhues, The Envy of Excellence: Administrative Mobbing of High Achieving Professors (2006) — Centers around a thorough case study of how a well-known theologian was mobbed out of his teaching position, full of insights about individual and organizational behaviors in mobbing situations. This is part of an excellent series of books on academic and professional mobbing by Westhues. (Disclosure note: My work is discussed and critiqued in this book, and I contributed an invited responsive essay to a followup volume.)

Judith Wyatt & Chauncey Hare, Work Abuse: How to Recognize and Survive It (1997) — One of the earliest books about psychological abuse at work, this is an important piece of the literature.

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