It is common to see headlines for the rising trend of middle-manager burnout. Typically, we think of the demands that contribute to burnout being high-pressure responsibilities, tight timelines, and changing priorities. The demands that come from being a people-leader are also often an identified source of burnout. And managers may neglect to point out excessive pressures from their staff or coworkers for fear they will be deemed unfit to manage. As a result, direct reports or coworkers who act in deliberate defiance—upward bullying—may get a pass while the manager suffers silently. While the power dynamics in upward bullying differ from traditional workplace bullying, its effects can be equally damaging.
This guide can be used by managers and Human Resources professionals when upward bullying occurs in the workplace.
