By Aryanne Oade (auth.)
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Additional resources for Managing Workplace Bullying: How to Identify, Respond to and Manage Bullying Behavior in the Workplace
Sample text
He characterizes them as incompetent while all the time regarding himself as capable, active and competent. He lets this view of things show in his dealings with his team members, which results in them feeling dislike for him as a person and mistrust of him as a manager. One team member tries to reason with him and this proves to be a trigger point in his dealings with her. She comes to see him in his office 23 24 Managing Workplace Bullying one Monday morning. Rather than see her well-intentioned attempt to speak with him as kindly meant, he turns on her with ferocious animosity and yells at her: ‘How dare you question my competence?
Instead of hearing this as a supportive offer of help, the manager hears it as someone suggesting that he is failing – something that he cannot stand hearing. He begins a campaign aimed at undermining this team member, a strategy which enables him to deflect his growing feelings of incompetence onto her and characterize her as an inadequate, weak failure in his stead. He wants to make her feel incompetent and uses a well-honed set of skills and tactics by which to achieve this aim. Afraid of the consequences for him of his poor performance as a manager, he uses her as a scapegoat for his failings so that he can deflect attention away from himself and onto her.
He begins calling their clients to check on their satisfaction with service and does so without informing his team members about these calls in advance. He is aggressive and pushy in his face-to-face meetings with his team and starts to assume that the most reticent and reserved of his team members might prove incompetent to handle their more robust front office colleagues effectively. 27 28 Managing Workplace Bullying One team member in particular causes him concern. This team member is quiet, restrained and occasionally unforthcoming.