The Impact of Workplace Bullying on Mental Health
- August 7, 2025
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Abstract
Workplace bullying – repeated, intentional mistreatment of employees – has emerged as a pervasive occupational hazard with profound mental health consequences. Globally, nearly one in five workers report experiences of psychological harassment (insults, threats, intimidation) in their careers[1]. Such behaviors have been linked to elevated rates of anxiety, depression, burnout, and even suicidal ideation[2][3]. This paper reviews the dynamics of workplace bullying, its psychological and organizational impacts, and cultural factors that influence its prevalence and perception. Special attention is given to the pan-African context: for example, ILO data show about 20% of African workers report workplace harassment[4], and surveys in Ghana, Nigeria, and South Africa reveal high rates of bullying and related distress[5][6][7]. We highlight the human, legal, and economic costs of ignoring workplace bullying – including reduced productivity, high turnover, and mental health morbidity – and offer strategic recommendations. Leadership commitment, clear policies, manager training, and legal frameworks (e.g. ILO Violence and Harassment Convention No. 190) are essential to foster psychologically safe work environments.
Introduction
Workplace bullying refers to persistent, hostile behavior by supervisors or colleagues that demeans, isolates, or threatens an employee. It includes verbal abuse, exclusion, spreading rumors, unreasonable demands, and other actions that “provoke, intimidate, and cause severe discomfort”[2][8]. Though distinct from occasional conflict, bullying is defined by its repeated, long-term nature and power imbalance: victims feel they cannot escape the mistreatment[8][9]. Importantly, the World Health Organization recognizes that negative behaviors at work – including “bullying and psychological violence (mobbing)” – are key drivers of poor mental health[10]. Globally, an estimated 12 billion workdays are lost each year to depression and anxiety at work, costing the world economy nearly US$1 trillion[11]. WHO reports that about 15% of working-age adults live with a mental disorder at any time[12], and the workplace can either mitigate or amplify these conditions. By acknowledging bullying as a standalone psychosocial hazard, organizations can begin to address a “silent epidemic” that undermines wellbeing and productivity[10][2]. This paper explores how bullying operates in modern workplaces, its psychological toll on employees, contextual factors (including cultural and organizational) that shape its impact, and strategic responses for leaders. Special emphasis is placed on Africa: we review data from African workplace surveys and case studies, while maintaining relevance to global trends and guidelines (e.g. WHO and ILO).
Types and Dynamics of Bullying
Workplace bullying takes many forms but is characterized by repeated negative actions over time[8]. Researchers classify bullying by direction (vertical vs. horizontal) and content (work-related vs. personal)[13][9]. Vertical bullying involves abuse by a superior (e.g. an intimidating boss), whereas horizontal bullying (or mobbing) occurs among peers. Einarsen and Hoel distinguish bullying behaviors into two categories: work-related bullying (e.g. imposing impossible deadlines, withholding resources, unjustified criticism of work) and personal bullying (e.g. derogatory remarks, teasing, spreading rumors, intimidation)[13]. All share common features: intent to harm or coerce, repetition, and an atmosphere where the target feels powerless to defend themselves[8][14]. This hostile environment can be physical (threats or assault) or psychological (verbal abuse, exclusion, sabotage). Importantly, modern definitions emphasize that even a single severe incident (like a violent threat) can equate to bullying if it creates an unbearable climate for the employee[15]. While terminology varies (mobbing, harassment, oppression), the core dynamic is the same: a sustained pattern of mistreatment exploiting workplace hierarchies or social dynamics[8][14]. Organizational factors – such as poor management practices, lack of clear policies, or a culture of tolerance toward aggression – often enable this dynamic by rewarding outcomes over employee welfare. The interplay of individual motives (e.g. seeking control) and systemic issues (e.g. competition, weak supervision) drives the bullying cycle in any context.
Psychological Consequences
The human cost of bullying is profound. Victims frequently suffer a cascade of stress reactions and mental health problems. Research documents that exposure to persistent workplace bullying is strongly associated with anxiety, depression, burnout, sleep disturbances, and even post-traumatic stress symptoms[2][16]. For example, long-term bullying “rattles self-confidence [and] destroys self-image,” leaving targets feeling helpless and demoralized[17][2]. This can manifest as chronic psychosomatic complaints (headaches, gastrointestinal issues) and severe fatigue[2][18]. A systematic review reports links between bullying and high rates of clinical disorders: bullied employees show significantly elevated symptoms of depression, anxiety, chronic stress, and suicidal ideation[2][3]. Indeed, cases of workplace bullying have been associated with tragic outcomes including suicide, particularly when the victim feels trapped[3]. One qualitative account describes an employee so traumatized by relentless bullying that she later contemplated suicide while commuting to work[3]. Even less extreme cases impair job performance and quality of life: victims often become disengaged, lose motivation, and experience a sense of worthlessness. In the South African study of medical interns, for instance, 61.8% of respondents exposed to bullying screened positive for anxiety and/or depression[7]. Common reported effects included sleep disturbances, loss of interest in work (seen in 81% of bullied interns), and high absenteeism[18]. Over time, these psychological wounds translate to physical health problems, increased sickness absence, and a higher risk of exit from the workforce. Bullying not only harms individuals; it breeds a culture of fear, contagiously raising stress levels among bystanders and eroding overall workplace morale[2][16].
Cultural and Organizational Factors
The impact and prevalence of bullying are shaped by organizational culture and societal norms. Workplaces that emphasize competition, hierarchical authority, or lack accountability tend to see more bullying. For example, in many settings a power distance culture – where managers are not held accountable and subordinates have little recourse – allows bullying behaviors to flourish unchallenged. In the Ghanaian laboratory sector, professionals reported that power imbalances and a “high-pressure workload” with understaffing left them especially vulnerable to abuse[19]. They noted that working “behind the scenes” with little recognition intensified feelings of isolation and victimization[19]. Similarly, organizational factors like lack of clear reporting channels, ineffective HR policies, or tacit condoning of aggressors create an environment where bullying becomes normalized. In many African workplaces, reporting a bullying incident is often seen as futile or career-threatening. In the South African intern study, 61.2% of bullied doctors never reported the abuse, and 91.2% of those who did were dissatisfied with the outcome[20]. This underlines how stigma, fear of retaliation, and ineffective disciplinary procedures amplify the human cost.
At a higher level, weak legal protections can implicitly legitimize bullying. For instance, a legal analysis of South Africa noted that “bullying is not recognized as a cause of action” under current law, and existing codes (e.g. on sexual harassment) have no binding force[21]. In such contexts, organizations may feel little external pressure to enforce anti-bullying measures. Culturally, external conflicts (e.g. societal violence or intergroup tensions) may spill into workplaces, making hostility seem commonplace. On the other hand, strong leadership values and ethical norms can counteract these trends. Studies show that leaders who model respect, enforce clear anti-bullying policies, and promote psychological safety (an environment where employees can speak up without fear) dramatically reduce bullying incidence. In sum, bullying thrives where organizational culture tolerates disrespect and lacks empathy. Conversely, workplaces that reward collaboration and protect workers’ dignity can break the bullying cycle. Addressing cultural drivers – through training, open communication, and accountability – is therefore as crucial as any individual intervention.
African Workplace Context
African work environments have unique dynamics that influence bullying. Empirical data are mixed but often alarming. The ILO’s 2022 global survey found that 20.2% of African workers reported experiencing psychological violence (insults, threats, bullying) at some point in their careers[4]. Sector-specific studies reveal even higher rates: for example, up to 78% of Ghanaian healthcare workers reported facing some form of bullying[5]. In Ghanaian public health, studies report that anywhere from 19% to 82% of staff (nurses, doctors, lab workers) have encountered bullying[5]. In Nigeria, a survey of 97 physiotherapists found a 40.2% prevalence of bullying, mostly “vertical” bullying by senior staff[6]. In South Africa, investigations of junior medical staff also highlight a crisis: one survey in KwaZulu-Natal found every medical intern sampled had experienced workplace bullying[7], with most attributing it to senior doctors or nurses. These African data underscore patterns seen globally – hierarchical industries (healthcare, mining, civil service) often have endemic bullying issues. But context matters: for instance, under-resourced facilities and staff shortages in Africa may intensify stress and conflict, indirectly contributing to bullying behaviors[19].
The pan-African relevance of bullying extends beyond healthcare. Although research is sparse, media reports and NGO surveys indicate that harassment and bullying occur in schools, government offices, and private firms across Africa, often unreported. The legal and human costs are mounting: not only do individuals suffer, but organizations incur losses. WHO notes that depression and anxiety – often precipitated or worsened by hostile workplaces – already cost African economies dearly (as elsewhere) through absenteeism and decreased productivity[11][12]. Yet many African employers have been slow to recognize workplace bullying as a distinct issue. There are signs of change: the African Continental Free Trade Area’s “Decent Work” framework and ILO Convention No. 190 (ratified by some African countries) call for workplaces free of violence and harassment. But as one South African legal scholar observes, “it will take more than laws and codes” – organizations must actively promote dignity and mental wellness to counteract a “cut-throat” work culture[22][21].
Strategic Responses and Leadership Role
Preventing and addressing workplace bullying requires comprehensive leadership action. First, policies must explicitly outlaw all forms of bullying and harassment, with clear definitions and consequences. Organizations should align with international standards: for example, the ILO’s Violence and Harassment Convention (No. 190, 2019) provides guidance for national laws and company policies on psychological safety[23]. In practice, leaders must ensure there are confidential reporting channels and that complaints trigger prompt, impartial investigations. Manager training is crucial: WHO’s 2022 guidelines on mental health at work emphasize that supervisors need skills to recognize bullying cues, manage conflicts, and support distressed employees[24]. Training improves a manager’s “knowledge, attitudes and behaviours” concerning mental health and negative behaviors. By contrast, authoritarian or inattentive managers often inadvertently condone bullying.
Leadership must also invest in a positive organizational culture. This includes fostering psychological safety – an environment where staff feel respected and able to voice concerns without fear of retaliation[25]. Practical measures include regular staff surveys on workplace climate, participatory rule-setting, and visible consequences for bullies. Employee Assistance Programs (EAPs) or counseling services should be available to support victims. Crucially, leaders should model open communication and empathy: when leaders “stand up against injustice” and treat people with dignity, a ripple effect of trust and safety spreads through the workforce[26]. This humanistic leadership style is reinforced by the WHO/ILO policy brief, which notes that negative work environments should be countered by interventions promoting worker inclusion and stigma reduction[25][27].
Finally, ignoring bullying carries strategic and legal costs. Economically, the toll of poor mental health at work is enormous: the global economy loses about $1 trillion annually due to depression and anxiety (driven by absenteeism and reduced output)[11][12]. For an African employer, high turnover, sick leave, and low morale translate directly into lost expertise and revenue. Legally, failure to address bullying can expose organizations to litigation or regulatory penalties, especially as countries adopt anti-harassment laws. South African law currently lacks a specific “bullying” offense, but employers can still face wrongful dismissal or discrimination claims when harassment leads to health issues[21]. Proactively creating a psychologically safe workplace, by contrast, preserves the workforce’s human capital and can improve loyalty and performance. In summary, leadership engagement is the linchpin of response: only committed managers and policies can transform workplaces from breeding grounds of abuse into environments where all employees can thrive mentally and professionally[25][22].
Conclusion
Workplace bullying is not merely a human relations problem – it is a profound occupational health issue. The evidence is clear that repeated hostility at work inflicts serious psychological harm on victims, eroding individual wellbeing and organizational effectiveness[2][16]. In a pan-African context, where legal protections are still evolving and stigma around mental health is strong, the impacts can be particularly acute. Data from African workplaces – in healthcare, education, and beyond – reveal alarmingly high rates of bullying and associated distress[5][7]. Ignoring this issue exacts a heavy human toll (anxiety, depression, illness) and an economic one (absenteeism, turnover, lost productivity). Global authorities echo this concern: WHO and ILO highlight that work-related depression and anxiety cost economies billions each year, and explicitly call for action against bullying as a form of workplace violence[11][10].
To stem this tide, leaders must act decisively. Key strategies include instituting clear anti-bullying policies, training managers in psychosocial risk management, and building a culture of respect. Aligning with WHO mental health guidelines and ILO conventions can guide these reforms[24][23]. Crucially, managers and executives must recognize that a safe, healthy workplace is not just morally right but strategically essential: it preserves talent, enhances morale, and reduces costly absences. In the words of WHO Director-General Dr. Tedros, focusing on “the detrimental effect work can have on our mental health” is long overdue[27]. By taking a proactive stance – legislatively and culturally – organizations can transform their environments. The result is not only healthier employees, but stronger, more resilient institutions that can truly thrive in today’s complex world.
References
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International Labour Organization. (2022). Experiences of violence and harassment at work: A global first survey. Geneva: ILO. Retrieved from https://www.ilo.org/global/publications[1][4]
Issak, A., Mngomezulu, P., Ntlansana, V., Tomita, A., & Paruk, S. (2025). Workplace bullying and mental health of medical interns in KwaZulu-Natal Province, South Africa. South African Medical Journal, 115(6). https://doi.org/10.7196/SAMJ.2025.v115i6.2589[7]
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Mbada, C. E., Efunniyi, A. O., Omole, J. O., Adegbemigun, O. D., Ademoyegun, A. B., Fasuyi, F., & Adekanla, B. A. (2025). Bullying experience among Nigerian physiotherapists: prevalence and impact on workplace performance. Journal of Taibah University Medical Sciences, 20(2). https://doi.org/10.1016/j.jtumed.2025.03.002[6]
Smit, D. M. (2021). The double punch of workplace bullying/harassment leading to depression: legal and other measures to help South African employers ward off a fatal blow. Law, Democracy & Development, 25. https://doi.org/10.17159/2077-4907/2021/ldd.v25.2[21][26]
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World Health Organization. (2022). Guidelines on mental health at work. Geneva: WHO. Retrieved from https://iris.who.int[12][24]
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