Power Plays: Coercive Control and Workplace Bullying
When most people think of coercive control, they imagine an abusive dynamic within an intimate relationship, where one partner systematically erodes the autonomy and self-worth of the other. But this power dynamic isn’t confined to the home. It also manifests in the workplace, where it becomes a deeply damaging form of workplace bullying that can devastate victims' careers and well-being.
Although they may seem similar, there are differences. But the bottom line is the profound impact these power plays have not only the victims, but also the organizations that don’t address these issues.
Understanding Coercive Control in the Workplace
Coercive control in the workplace involves a pattern of behavior where an individual, often a manager, supervisor or in some position of power, seeks to dominate and control a subordinate or peer. Unlike traditional bullying, which may be overt and episodic, coercive control is insidious, systematic, and often covert. And identical to the dynamics of a personal relationship, it has a single goal: A calculated campaign to strip the victim of their autonomy, dignity, and sense of self-worth.
The behaviors that constitute coercive control in the workplace include:
Manipulation and Gaslighting: The perpetrator might distort the truth, deny their actions, or manipulate circumstances to make the victim doubt their perceptions and reality. This gaslighting technique is designed to destabilize the victim and make them question their own competence and judgment.
Isolation: A victim may be deliberately isolated from their colleagues, either physically or socially. The perpetrator might exclude the victim from meetings, withhold critical information, or spread rumors to turn other employees against them.
Micromanagement: Excessive control over the victim’s work, down to the smallest details, can be a form of coercive control. This often comes with impossible-to-meet expectations, where the goal is to set the victim up for failure rather than support their success.
Control Over Resources: The perpetrator might control the victim’s access to essential resources such as information, contacts, or opportunities for advancement. This can include restricting the victim’s ability to communicate with others or sabotaging their work.
Threats and Intimidation: The use of threats—whether explicit or implicit—is common. This might include threats of job loss, demotion, or negative evaluations. The constant fear of repercussions keeps the victim in a state of anxiety and submission.
The Real-World Impact of Coercive Control in the Workplace
The impact of coercive control in the workplace is profound. Victims often experience severe psychological distress, including anxiety, depression, and a loss of self-confidence. The professional impact can be equally devastating, with damaged reputations, stalled careers, and, in some cases, the loss of employment.
Incidents of Coercive Control in the Workplace
Consider the case of Emma, a mid-level manager at a large corporation. Emma’s new supervisor, John, began to systematically undermine her from the moment he joined the team. He would routinely schedule meetings without her, then criticize her for being out of the loop. He micromanaged every aspect of her work, often giving her contradictory instructions and then blaming her for the inevitable mistakes. Over time, John began isolating Emma from her colleagues, suggesting she was incompetent and not a team player. Emma’s once-thriving career stalled, and she began to doubt her own abilities. After months of enduring this behavior, Emma was diagnosed with severe anxiety and eventually resigned from her position.
Another example is the story of Robert, who worked in a tech startup. His team leader, Sandra, was a master manipulator. She would often assign Robert tasks that were outside his expertise, then publicly berate him when he couldn’t complete them to her satisfaction. Sandra also controlled who Robert could speak to within the company, effectively cutting him off from any potential allies. Over time, Robert’s confidence eroded, and he found himself trapped in a cycle of self-doubt and fear. Eventually, he left the company, his career and mental health in tatters. I’ve personally experienced this dynamic myself.
These are not isolated incidents. Coercive control in the workplace is more common than many realize, but it often goes unrecognized and unreported due to its subtle and insidious nature. It also shares some commonalities with workplace bullying.
Coercive Control and Workplace Bullying
Coercive control and workplace bullying are both degrading behaviors that can create toxic work environments, but they differ in their methods and intentions.
Differences:
Coercive Control: Involves a pattern of behaviors by someone in a position of power, such as a manager or supervisor, aiming to dominate and control another person. It is often covert, and includes psychological manipulation, gaslighting, and restrictions on autonomy, leaving the victim feeling trapped and powerless. Coercive control is more about maintaining long-term control over the victim’s actions, thoughts, and beliefs.
Workplace Bullying: While it can be persistent, bullying can be more overt and recognized by others. The behavior may not only come from a manager, but also a peer or group of peers. It can be driven by jealousy, competitiveness, or simply malicious intent, rather than the desire to exert continuous control. This is typically characterized by repeated, aggressive behavior intended to intimidate or degrade an employee. It can include verbal abuse, humiliation, or sabotage of work.
Commonalities:
Both coercive control and workplace bullying involve power imbalances and can severely impact the victim’s mental and emotional well-being. The target has difficulty defending themselves due to the power imbalance between the parties involved
They create hostile work environments that can lead to decreased productivity, increased absenteeism, and high turnover rates.
Behaviors can be difficult to identify and address, as they often occur behind closed doors and may be subtle or masked as ordinary workplace interactions.
Statistics on Workplace Bullying and Coercive Control
While coercive control is a relatively new concept in the workplace context, the broader category of workplace bullying provides valuable insight into its prevalence and impact.
According to a 2021 survey by the Workplace Bullying Institute (WBI), 30% of U.S. employees have experienced bullying at work. Of these, a significant number of reported patterns of behavior that align with coercive control, such as being deliberately isolated, manipulated, or intimidated by their superiors.
Studies show that as many as 75% of bullied victims report higher likelihood to develop mental illness. Someone who is bullied is also more likely to develop problems with substance use as well—from alcohol to marijuana and illicit substances.
The same WBI survey noted that 65% of workplace bullies are a higher rank than the target, which suggests that a power imbalance—critical in coercive control—is a common factor in these situations.
Why Coercive Control in the Workplace is Often Overlooked
Coercive control in the workplace is often difficult to identify because it can be subtle and insidious. Unlike overt bullying, which might involve yelling or public humiliation, coercive control often takes the form of private, behind-the-scenes manipulation. Victims may not even realize they are being controlled until the damage is done.
Moreover, the hierarchy of many workplaces can make it difficult for victims to speak out. Fear of retaliation, damage to their careers, or being labeled as a troublemaker often keeps victims silent. Even when they do report the abuse, the subtlety of coercive control means that it can be challenging for HR departments to recognize and address.
Addressing Coercive Control in the Workplace
To effectively combat coercive control in the workplace, organizations need to recognize it as a serious issue and take proactive steps to prevent it. This can include:
Training and Awareness: Educating employees and management about the signs of coercive control and how it differs from other forms of workplace bullying is crucial. Awareness is the first step toward prevention.
Clear Policies and Reporting Mechanisms: Organizations should have clear policies that define and prohibit coercive control. There should also be safe and confidential mechanisms for reporting such behavior, with assurances that complaints will be taken seriously.
Support for Victims: Providing support for victims, including access to mental health resources and legal assistance, is vital. This support should be easily accessible and communicated clearly to all employees.
Holding Perpetrators Accountable: It’s essential that those who engage in coercive control are held accountable for their actions by executive management. This might involve disciplinary action, up to and including termination, depending on the severity of the behavior.
Coercive control and bullying in the workplace are silent but devastating forms of abuse that can have far-reaching consequences for both individuals and organizations. By understanding the nature of this behavior, recognizing the signs, and taking proactive steps to address it, companies can create safer, more supportive environments for all employees.
In a world where the workplace is a second home for many, ensuring that it is a space free from coercive control and bullying is not just a moral imperative but a business necessity. The cost of ignoring this issue is too high—both in terms of human suffering and organizational health.
