Last month we discussed the Narcissist Leader or Employee. Many responded that they could and can relate to this issue. They were able to identify people in their lives or work place that fit the description right on. This month we will focus on the abusive leader or employee. I believe that when you read this article you will be able to relate to these behaviors.
When I thought of abuse, my mind went to domestic abuse that is physical and emotional. My mind never went to abuse in the workplace. After all, we are all adults and should all respect ourselves, right? However, abuse in the workplace is rampant and does impact people both emotionally and physically. You will be surprised how many people have experienced this type of leadership or employee behavior. As a result of these types of behaviors there is an increased focus on civility programs in the workplace.
What is Workplace Abuse?
First, let’s take a look at what the definition of abusive leadership is. Abusive behaviors in the workplace can be defined as behaviors that include public criticism, use of derogatory names, condescending tones, intimidation, tantrums, rudeness, coercion, and blaming others for mistakes they did not make (Hornstein, 1996; Tepper & Duffy, 2002). These types of employees or leaders are viewed as using their power to mistreat and disrespect others.
One thing to keep in mind, this type of behavior is not just limited to one single person; it can be directed to several individuals’ including a team. The goal of the abusive leader or employee is to gain and maintain control through fear and intimidation (Hornstein, 1996). In many cases they are quite successful.
Research has shown that employees subjected to abuse in the workplace show less commitment to their organization and ended up leaving the organization, eventually. Employees who have experienced this type of leadership felt that the behaviors were unjust resulting in a negative attitude toward work, the organization for allowing it to happen and their overall environment, including team work (Tepper, 2000).
In addition, abusive behaviors in the workplace are costly to organizations. The monetary cost of such behavior in the United Sates exceeds $23 billion each year. This amount includes increased health care costs to the employer, absenteeism, and lost productivity (Tepper, Duffy, Henle & Lambert, 2006).
What does it REALLY Cost?
If we put the monetary issue aside there is a larger issue that needs to be looked at. Abusive behaviors are often psychological and emotional attacks against employees. Because of these behaviors, employees stated that they often had feelings of being incompetent, embarrassed, guilt, and shame. As a result these emotional issues manifested themselves into physical issues for the employee (Roter, 2011).
There has been such an increase in abusive behaviors that the Equal Employment Opportunity Commission (EEOC) specifically forbids retaliation by employers against employees who file or threaten to file charges because of these behaviors. Although, the EEOC forbids this type of behavior, employees who address this issue, still experience retaliation from their leaders (Hunter and Bandow, 2009). The EEOC in 2007 experienced a 30% increase in the numbers of complaints made by employees regarding retaliation and abusive leadership (Greenwald, 2007).
Abusive behavior shows itself mostly in the form of verbal and emotional abuse. In some cases there are employees that experience physical abuse in the workplace. In a recent study, an employee reported that she was the subject of physical abuse by her manager. She experienced objects thrown at her including a chart that eventually cut her forehead and required minor medical attention.
In another case, an employee was often trapped by his leader’s tantrums as he would back the employee into the wall, yell and scream at the employee, and then spit into the employee’s face. This was all done while the employee was told he was worthless, incompetent, and would eventually end up homeless and without a job. This happened for many years. However, both employees eventually left their organizations, (Roter, 2011)
Most of the employees in the study stated that they experienced verbal and emotional abuse at the hands of a co-worker or leader. This type of abuse impacted employees for several years after the experience. One subject stated that she was often called stupid, couldn’t write, and didn’t have what it took. She was also told that she skated by for most of her career and the leader could not understand how she got to where she was. The leader threatened the employee many times, even suggesting that the employee get psychological help.
The employee went on and ended up doing great things in her career but, it took many years to build her confidence back. She shared that no matter how often she hears that she is good, talented and outstanding; she always hears this manager’s voice in her head and questions whether she is stupid and incompetent (Roter, 2011). Even to this day; this leader still has power over this employee.
“Why doesn’t the employee just leave?”
Like the victims of domestic abuse, it is often not that easy to leave an abusive work environment. In many cases the employee is so torn down that they believe the insults and believe they can’t leave.
One employee stated that their leader would often tell her that she was so incompetent that she would never get hired any place else. She believed that she would never get another job elsewhere.
All the participants in the study stated that they lived in fear of the next interaction with this leader or employee (Roter, 2011). The psychological toll in many cases is just too much for the employee to handle!
It’s Your Turn
What types of programs does your organization have in place to address abuse in the work place? Have you ever experienced this type of behavior if so, please share your stories below.