A resource for identifying and dealing with abusive bosses.
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A recent survey of 9,000 federal employees indicates that 42% of female and 15% of male employees reported being harassed within a two-year period, resulting in a cost of more than $180 million in lost time and productivity.


The harrasser is probably not aware of the impact. He's lost all sense of boundaries, and lets things get out of hand. He either just loses it, or somehow thinks [his actions] will be tolerated. ... Harrassment doesn't have to be tolerated.
-Dr. Ed Beck NCC, CCMHC, LPC; The Susquehanna Institute

Not all abusive managers suffer from personality disorder; some are just mean.
-Dr. Chris Nordgren, Ph.D., clinical psychologist at the University of South Dakota

Even though it seems unfair, it is not illegal to have a bullying boss. The law does not require that your boss be nice, kind or fair, only that your boss does treat you differently because of your age, sex, race, religion, national origin, or disability. If you believe that you are being harassed for one of the above reasons, you should contact your nearest Equal Employment Opportunity Commission, or log onto www.eeoc.gov to find your nearest office.
-National Employment Lawyers Association (NELA)



Respondent quit based on "continuous stream of sarcasm, negativity, jealousy, back stabbing, condemnation, etc. She states:

We have a mentally ill person leading the troops. I suggest there is also an alcohol problem. [Supervisor's] behavior is one of isolating herself from others, accusing, blaming, imagining things that are not present, paranoia, making mountains out of molehills, and essentially, systematically choking the life out of people and programs, Behavior reflects omnipotence on the one hand but coupled with extreme controlling behavior and micromanagement.

Courtesy Laura Solfield, Survey of Verbal Abuse, Copyright © 1999, 2000 by Helen C. Cox, Susan Araujo, Laura Sofield



Former employer's comment on manager's expectations.

His ego was bigger than anything Iíve ever seen. He expected people with no commodities background to immediately know everything it had taken him years to learn. He wanted the company to move faster than its [lack of structure] permitted. He was holding people accountable for policies and procedures that werenít in place.



 In line with senior management employee's decision to do additional research as "back-up" plan ...

Not a good idea. You were asked to find covers that illustrate our next two special sections. Do not deviate from what you were asked to do. End of discussion.

Note: A personal favorite.



Torture, Anyone?

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