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Bullying culture is the context, or venue, in which a pattern of bullying behavior is ordinary or routine. Bullying culture encompasses an imbalance of social, physical, or other power involving a person or group.

Bullying culture includes daily activities and the way people relate to each other. A bullying culture emphasizes a winner/loser way of thinking and, therefore, encourages domination and aggression.

In the workplace

Bullying is seen to be prevalent in organizations where employees and managers feel that they have the support, or implicit blessing of senior managers to carry on their abusive behavior. Furthermore, new managers will quickly come to view this form of behavior as acceptable and normal if they see others get away with it and, eventually, rewarded for it.

When bullying happens at the highest levels, the effects are far reaching. The notion of people being bullied, irrespective of their organizational status or rank, can result in a negative domino effect. This domino effect is cascaded downwards as those targeted might offload their own aggression onto their subordinates. In such situations, a bullying scenario in the boardroom threatens the productivity of the entire organization.

Culture of fear

In his book, Petty Tyranny in Organizations, Blake Ashforth discussed the potentially destructive sides of leadership and identified a term he referred to as 'petty tyrants'. Petty tyrants are leaders who exercise a tyrannical style of management which results in a climate of fear in the workplace. Partial or intermittent negative reinforcement can also create an effective climate of fear and doubt. Several studies have confirmed a relationship between bullying, an autocratic style of leadership, and an authoritarian conflict management style. Authoritarian styles of leadership create a work environment where there is little or no room for dialogue and where complaining is considered futile.

In a study of public-sector union members, approximately one in five workers reported to have considered leaving the workplace as a result of witnessing bullying in the workplace. Rayner explained these figures by eluding to the presence of fear among employees. This fear caused the employees to report feeling unsafe in work environments, where bullies had "got away with it" previously despite management knowing of the presence of bullying.

Online gaming

One study showed that 64% of the online gaming community have been targets of online trolling at some point. In fact, 47% have been threatened and subjected to hate speech and 38% have been victims of hacking.

See also

References

1. Dupper, David R. (2013). School Bullying: New Perspectives on a Growing Problem, p. 5.
2. Dupper, p. 6.
3. Lipkins, Susan. "Vulture Culture: How we encourage bullying" at realpsychology.com Archived January 26, 2013, at the Wayback Machine; retrieved 2013-2-20.
4. ^ Salin D, Helge H “Organizational Causes of Workplace Bullying” in Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2010)
5. ^ Helge H, Sheehan MJ, Cooper CL, Einarsen S “Organisational Effects of Workplace Bullying” in Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2010)
6. Ashforth, Blake Petty tyranny in organizations Human Relations, Vol. 47, No. 7, 755-778 (1994)
7. Braiker, Harriet B. (2004). Who's Pulling Your Strings ? How to Break The Cycle of Manipulation. ISBN 0-07-144672-9.

External links

• "Tips to Help the Bullying Bystander" at education.com.
• "Tackling the Bullying Culture in Japan's Schools" at jakartaglobe.com.
• "Bullying kids learn tactics from our bullying culture" at mlive.com.

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