When we think of bullying, our minds automatically travel downwards — a manager intimidating one or more direct reports. Why? Because human perception assumes that the higher the rank, the greater the power.
A manager is expected to appear strong. Weakness is not allowed. Vulnerability, care, empathy — these are often seen as dangerous words, even riskier behaviours. People might take advantage of soft personalities, pushing them to do whatever they want.
But here is a question worth asking: what kind of personalities are at risk? And where is the line between being unable to fulfil a managerial role and being unjustly thrown under the bus?
The Role of People Managers
A people manager is not simply someone who assigns tasks or monitors performance. They are the bridge between strategy and people — the person who turns organisational objectives into actions and ensures that those who make them possible are supported and protected.
It is a role that constantly sits between rights and duties, balancing the needs of the team with the expectations of the organisation. People managers carry the responsibility not only for what gets done, but also for how it gets done — and that is where leadership truly begins.
To perform effectively, a manager must combine structure, empathy, and strength. Soft skills are what give meaning and humanity to leadership: empathy and care, decisiveness and forward thinking, courage and fairness.
Empathy and care are often misinterpreted as weaknesses. You often hear leaders say we cannot always be empathic, at times we need to be firm. That goes without saying. But firmness and empathy are not opposites. Caring does not mean being permissive; it means creating trust, understanding needs, and treating people with respect.
Some managers may lean too much toward softness. Does this mean they cannot lead? Not necessarily. They may simply need to reinforce their boundaries or strengthen their confidence. If, over time, they struggle to manage certain situations, it might be due to lack of support or training — not a lack of ability.
The Most Exposed Role: Front-Line Leadership
Among all managers, front-line managers often hold the most complex and exposed roles. They operate right in the middle, between rights and duties, between the workforce and senior leadership. They are the voice of their teams and, at the same time, the representatives of the organisation.
In healthy environments, this balance creates engagement and growth. In toxic ones, it becomes a daily challenge — a space where pressure, competition, and lack of support can quickly turn against the very people trying to lead with integrity.
When Leadership Is Tested
When employees display bullying behaviours toward their manager, it can be a case of upward bullying. It may stem from envy, resentment, fear, an inability to accept honesty, or simply an attempt to justify poor performance.
Usually it starts with one or two individuals who manipulate facts, spread rumours, or twist events to their advantage. Their goal is to undermine the manager's credibility, isolate them, and damage their professional identity — often quietly, often unseen.
Front-line managers are particularly exposed. They are close enough to their teams to be emotionally involved, but far enough from senior leadership to lack immediate protection.
When upward bullying occurs, senior management must act with clarity, fairness, and compassion. It is essential to listen openly, investigate carefully, and avoid assumptions. However, in most organisations there are multiple levels of management, each with its own pressures and priorities. If, at any level, compassion or understanding stops, it can become extremely difficult to resolve the situation fairly.
A lack of empathy, even from one link in the chain, can block support, leaving the affected manager exposed and isolated. If a manager feels dismissed or unheard when raising concerns, the impact can be profound, both professionally and personally. And worse still, an organisation risks losing capable, ethical leaders while those who manipulate situations remain, often free to repeat the cycle.
"They just cannot handle the role" can hide something darker — a culture where integrity is punished and manipulation rewarded.
Final Reflection
Upward bullying is a silent and often unknown phenomenon, invisible, yet deeply harmful. It thrives in environments where results matter more than respect.
It is time to recognise it, name it, and protect those who lead with kindness and commitment. Because genuine leadership is not about dominance — it is about standing tall with integrity and courage, even when it is not easy.
This concludes the Teaching Humanity series. Thank you for reading.