Why Do The Boss Bully You?

According to the US workplace bullying Research Institute, more than 1/3 of the workplace people have been bullied by their superiors and bosses, who have been criticized, despised, and disturbed.

Workplace bullying has seriously affected the mental health of the victims.

Some experts have found that many victims continue to experience psychological problems such as fear, depression, self-esteem, anxiety and depression.

Workplace bullying also brings a series of physiological problems to the victims. The incidence of chronic diseases such as cardiovascular diseases is much higher than that of non bullied ones. Headache, chronic fatigue, lack of energy, distraction and over vigilance are also common.

The most serious problem is that bullying can cause post-traumatic stress disorder (PTSD) and suicide.

Some of the victims ended up unbearable and ended their lives.

A study in Norway found that 40% of the victims of victimization had suicidal thoughts at a certain stage.

Research on employees in Japanese enterprises also found that being bullied is a significant cause of suicide.

Bullying also has ripple effect, which can affect eyewitness and social relations outside the victim's work.

A survey of 1137 people found that 22% of the witnesses quit their jobs and 70% felt nervous.

Bullying causes victims' friends or family members to get involved in right and wrong, causing tension between victims and friends or family.

Which bosses love to bully people?

Psychologists from two universities in the United States have found that when a boss feels incompetent, it is easy to maintain weak mental self by bullying subordinates.

University of Southern California researcher Faust said that the drawback of power is to raise demands on people and make them feel unsafe. This is an important reason why bosses and bosses often feel incompetent.

The researchers studied 410 volunteers from the real working environment through 4 psychological experiments, and found that a less secure boss would reduce his arbitrary behavior after being stimulated by self-esteem.

Serena Chan, a researcher at University of California at Berkeley, said: "make sure they feel good about themselves in a certain way."

This means that even a compliment boss's hobby or activities outside of work seems to make them feel less worried, thereby reducing your chances of being bullied.

Although flattery may be a solution, some experts point out that in the long run, supporting the boss is the best policy.

Psychologist Tong Meimei said love

case

Amy's former boss, Kate, is a

Kate always makes a lot of orders, for example, "you wash the cups!" when she was half done, she went on, "go and pour a cup of tea!" "and you clear the table!" and when I gathered up the table, she began to scold me: "how did I wash your cups?" how many times did she not find the documents or fax I gave her, and insisted that I didn't give it to her. Another time, she gave every subordinate a E-Mail assignment, including the work I wanted to do, but she missed my mailbox on the sending list.

During the meeting, she yelled at me, "why did I do that for you? Why didn't you do it?" I was shocked that I received a copy of my colleagues from E-Mail, and it was Kate who did not list me in the copy list.

Nevertheless, she did not show any apology. She said to me, "you still have 20 minutes to finish!"

The power of bullying is too strong, which leads to identity with bullies.

Shu Youe, a psychological counselor, believes that when a person is denied too much and punished too severely, his sense of self-worth will be relatively low, and he can easily deny himself and punish himself.

They have been bullied all the time, but when they are being bullied, they also identify with the abusers and learn how to bully others.

When they walked into the leader's role, "many years' daughter-in-law became a wife," and she took the attitude of the abuser.

case

In the eyes of many of Sharon's subordinates or colleagues, she is the boss of bullying people.

Sharon is only thirty and is a senior executive in a large US funded enterprise.

Her management style is known for its intrepid quality, and its forthright and good executive ability is well known.

Recently, she took over a group of new people, and was very angry: "those people are too lazy! Even the English E-mail is not good, there are all the wrong words in it. If you write them, will you not check them? The forms sent to the customers are in a mess! This is clearly the attitude problem. I scolded them in the office today, and there was another person who resigned."

Shu Youe: is your subordinates doing bad things because of laziness and bad attitude? Is there any reason for their ability?

Sharon: there are many things I didn't do when I started to work. Did I work overtime to figure out what I could do? In my opinion, if you work hard enough, you can do anything.

Shu Youe: how many people around you may be smarter and more competent than you, and how can you think of it? If they are as desperate as you are, where will they be now?

When Sharon recognizes that her subordinates may lack ability, or even lack of motivation in their personality, they are not so angry as she thinks "deliberately slow down".

Internal conflicts are projected into work, limiting subordinates to attitude.

Why does Sharon tend to regard subordinates' limitations as work attitudes? This is related to the pattern of interpersonal relationships in the family where she grew up.