Identifying the Hidden Signs of Workplace Bullying — A Guide for Senior Executives

Why senior leaders must treat eliminating workplace bullying and fostering an inclusive culture as non-negotiable priorities for their organizations.

In our previous article, Four Types of Workplace Bullying, we examined the four common types of workplace bullying and how it’s more than just bad behavior — it’s a form of interpersonal corruption that quietly erodes trust, drives away talent, lowers employee retention, and weakens an organization’s resilience. Yet many senior executives remain unaware that bullying exists within their teams or organization. Why? Because bullying rarely happens in formal meetings — it thrives in everyday interactions between colleagues who may never speak openly about it.

Bullying Is Often Subtle — Here’s What to Watch For

Bullying isn’t always obvious, such as yelling or public humiliation.  Some of the most damaging behavior is discreet and systematic.  Here are some key red flags to watch for in your organization:

• Consistent turnover in a particular team or department.
  High attrition can be a sign that people are escaping an unhealthy microculture — often ruled by an unchecked bully in a position of authority.
• A “star performer” whose results come with a trail of burned-out colleagues.
  Some bullies hide behind stellar performance metrics. Look deeper: Are they driving results through fear and intimidation?
• Quiet meetings where people hold back.
  If your team rarely pushes back, shares new ideas, or raises concerns, ask yourself: Are they truly aligned — or afraid to speak up?
• Frequent complaints about feeling excluded or dismissed.
  Repeated “small” slights — being cut off, overlooked, or talked down to — are microinequities that damage morale and confidence over time.
• A culture of whisper networks.
  If people only speak openly behind closed doors or after someone leaves the room, you have a psychological safety issue that bullies exploit.

Where to Look — And How to Listen

Senior leaders often hear about problems after they have become crises. Be proactive:

• Go beyond official reports.
  Anonymous engagement surveys can help — but informal conversations are better. Talk to people at every level. Ask what makes it hard to do their best work.
• Listen for patterns, not isolated stories.
  One conflict may be a personality clash. Repeated accounts of disrespect or fear point to something deeper.
• Check your own leadership team.
  Sometimes bullying behavior hides behind rank. Be willing to hold even your highest performers accountable for how they treat others.
• Create a positive feedback loop:
  Encourage open, honest communication where employees feel comfortable raising questions or concerns.
• Model the leadership behaviors that set the tone for your organization.
  Listening, empathy, mutual respect, and civility aren’t just optional — they’re essential to shaping a healthy, high-performing workplace.

Your Role as a Leader

Addressing bullying isn’t about calling out individual bad actors — it’s about safeguarding your culture and showing that respect is a core value and is non-negotiable. Effective leaders don’t wait for problems to escalate; they recognize the warning signs early and take action before trust erodes and talent leaves. Your role as a leader is to set the tone for the culture, model the behavior you want to see, and create the conditions for others to thrive.

For a comprehensive look at practical strategies senior leaders can use to identify and eliminate bullying in their organizations, explore The Bully-Proof Workplace by Molly D. Shepard and Peter J. Dean.

In our next post, we will examine The Impact of “the Belier” on Your Organzation.

If you’re interested in learning how to identify hidden cultural risks and lead a healthier, more resilient organization, contact us for a confidential conversation.

Click here to read the original version of this article published on Wharton Magazine.