Workplace bullying in Australia: Recruiting ethical leaders is an important public health measure

Introduction

Bullying is a major occupational health and safety (OHS) hazard for Australian workers and a modifiable risk factor for mental illness. These findings were highlighted by a recent study published by the Journal (Butterworth et al., 2016). The Personality & Total Health (PATH) Through Life study found a 7% prevalence of workplace victimisation in a community sample, while almost half (46%) reported a past history of workplace victimisation. Both current and past workplace victimisation were associated with higher risks of anxiety and depression.

The authors of the PATH study called for anti-bullying interventions in Australia. While no empirically validated interventions exist, comprehensive approaches have the best chance of success (Kemp, 2014). These approaches should include political and executive leadership, legislative frameworks, public education, organisational policies, team building and psychotherapy for victims. How can anti-bullying interventions be implemented Australia-wide?

A manifestation of power

A recent review has concluded that ‘workplace bullying is best seen as a manifestation of power’ (Kemp, 2014: 365; italics added). The power imbalance can be formal or informal, and in this Commentary, we examine the formal power structures.

Bosses help determine the level of workplace bullying because workers are encouraged to follow the boss. We have previously published on emotional contagion theory (Bastiampillai et al., 2013), and bosses are strong contagious forces within dense organisational structures. As emotional contagion extends over 3 degrees of separation, addressing and challenging the bullying behaviour of bosses could potentially improve the mental health outcomes of large population clusters.

Workplace bullying is prevalent in Australia partly because it represents an effective strategy for those in authority. Far from being social inept, influential bullies often show Machiavellian political skills, use bullying tactically to achieve their goals, attract supporters and generally are not held to account for their actions (Kemp, 2014). In fact, bullying behaviour is often rewarded among high performers.

Clinical psychiatry is an important resource for the victims of bullying bosses. If the bullying is ongoing, clinical responses are informed by the power dynamics and the strategic options for victims. They involve supporting patients as they navigate ‘the competing and conflicting interests of upper level management, human resources personnel, managers and workers’ (Kemp, 2014: 367). During this journey, victims must mobilise their social networks; even a single confidante can be vital. Victims should also seek advice from professional groups and industrial consultants with appropriate grassroots action in the workplace.

Recruiting ethical leaders

Workplace bullying relates to the structure of Australian society, which is often portrayed as egalitarian but is fundamentally hierarchical. Workplace bullying is especially common in large hierarchical organisations such as governments, the public service, business corporations, the churches, medicine, the law, the army and police forces (Butterworth et al., 2016; Kemp, 2014; Morrison, 2013; Savva, 2016; Watters and Hills, 2015).

For instance, workforce bullying is reported at the very top of Australian federal governments. It has been a bipartisan problem. A recent book has described workplace bullying in Prime Minister Tony Abbott’s office (Savva, 2016). Similar allegations were made during Kevin Rudd’s era as prime minister. These workplace dynamics contributed to parliamentary colleagues voting against two first-term Australian prime ministers.

If workplace bullying is based on entrenched power dynamics, anti-bullying interventions require the support of equally powerful people. In particular, ethical and constructive organisational leaders can discourage workplace bullying (Kemp, 2014). Such ethical leadership is urgently required if we are to reduce workplace bullying in Australia. The process should start at the top with our political leaders who set the tone for governments and public services. Chief executives and leaders should follow through in our business corporations, the churches, medicine, the law, the army and police force.

The Australian of the Year, Lieutenant General David Morrison has provided a notable example of ethical leadership. As Chief of Army, he encouraged officers to act against bullying and harassment: ‘The standard you walk past is the standard you accept. That goes for all of us, but especially those, who by their rank, have a leadership role’ (Morrison, 2013). Another example is the Royal Australasian College of Surgeons’ response to allegations of discrimination, bullying and sexual harassment (Watters and Hills, 2015). The College called for cultural change ‘to make perpetrators aware their behaviour will no longer be tolerated’.

We need Australian leaders to speak out against bullying, but the problem remains that bullies tend to recruit like-minded people. To break the succession, employers should actively recruit ethical leaders and identify job applicants with track records of perpetrating and condoning bullying. Executives should be trained to lead organisational anti-bullying programmes and have relevant key performance indicators (KPIs). Without a targeted and strategic approach, workplace bullying will continue unabated.

Recruiting ethical leaders should be recognised as an important public and occupational health measure to reduce workplace bullying and also improve productivity in Australia.