Bullying at the University of Newcastle (Australia)

We are working to highlight and stop academic workplace bullying at the University of Newcastle, Australia. We are a group of staff and students who have been bullied for speaking out about misconduct.

Help make a difference –

*answer our survey,

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*contact us.

This will help us gather as much information as possible so that we can put an end to this bullying with its’ decades-long history.

“Systemic bullying, hazing and abuse generally are identified with poor, weak or toxic organizational cultures. Cultures that are toxic have stated ethical values that are espoused but not employed, and other non-ethical values which are operational, dominant, but unstated.

Such cultures thrive when good people are silent, silenced, or pushed out; when bad apples are vocal, retained, promoted, and empowered; and when the neutral majority remain silent in order to survive. Those who are most successful in such a toxic culture are those who have adapted to it, or adopted it as their own”. (McKay, Arnold, Fratzl & Thomas, 2008)

Friday, May 2, 2014

Bullying, Cronyism and Narcissism at work - The unholy trio


According to Riggio (2013), there are "two other workplace evils that together with bullying constitute an "unholy trio" that when combines can make a workplace a living hell.  I have been made aware of leaders, bullies themselves, but who are able to attract cronies who will side with them and deny that the leader is a bully.  In fact, these cronies will represent to higher authorities that the bully-leader is a "caring and compassionate" leader, and that the victim is really the problem.  In exchange, the bully-leader gives favors and resources to these cronies, and the cycle of persecution continues for the poor victims."

 "Bullying, cronyism and narcissism thrive in the workplace because other employees (“bystanders” to the bullying process), and higher-level leaders, refuse to get involved. ..In the case of some higher-level leaders, the bully and cronies are able to dupe them with their assertion that the victim is the real problem  When that happens, it is usually because the leader is not doing his or her job of monitoring what is really going on at the lower levels of the organization.  In any case, the unholy trio continues ultimately because of a failure of leadership."  (Riggio 2013) John Germov Alison Ferguson

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