What Is “Mobbing” ?

Psychological pressure at work, which experts call mobbing, involves systematic harassment of an employee by colleagues or management aimed at isolating them and forcing them to quit. The term comes from the English verb “to mob,” meaning to attack as a crowd or surround, and was introduced by Swedish psychologist Heinz Leymann back in the 1980s.

This isn’t about isolated conflicts but about prolonged, repeated actions that seriously undermine a person’s psychological and physical health.

The scale of the problem is striking: according to research from the European Agency for Safety and Health at Work, about 22 percent of workers in Europe have experienced some form of workplace bullying.

• The situation in the US is no better — a Workplace Bullying Institute survey found that 48.6 million Americans have personally experienced workplace bullying.

• Researchers Duffy and Sperry note that up to 37 percent of U.S. workers have suffered psychological harassment during their careers, with consequences that can be devastating, including suicidal thoughts.

Types of Workplace Psychological Pressure

Experts identify two main types of workplace bullying depending on who is the source of the pressure. Horizontal bullying occurs between employees at the same hierarchical level and is often caused by personal animosity, professional jealousy, or a toxic atmosphere in the workplace. The target may be deliberately excluded from projects, publicly ridiculed for their mistakes, or have damaging rumors spread about them.

Vertical bullying, in turn, splits into downward and upward variants. The downward type is most common: a supervisor uses their power to systematically humiliate a subordinate, bury them in meaningless work, or conversely, completely isolate them from any tasks. Upward bullying is rarer, occurring when a group of employees turns against their manager, attempting to discredit them or force them to resign.

Signs and Forms of Workplace Bullying

Mobbing is rarely overt and obvious; more often, it masks itself as work-related matters or personality quirks. Psychologist Courtney Barber, who specializes in this issue, emphasizes that bullying can happen at any level — from the supply closet to the boardroom. Typical manifestations include constant unjustified criticism, spreading false information, ignoring, and isolating the person from the team.

The University of Lausanne provides specific examples of psychological pressure: systematically diminishing someone’s achievements, assigning tasks clearly below their qualifications, or completely refusing to give any assignments at all. Added to this are invasions of personal space, mockery, and creating obstacles to normal work — for example, withholding important information or damaging personal belongings. Cyberbullying is also becoming part of workplace bullying: insults in messengers, spreading compromising photos, or creating fake profiles.

Causes of Bullying in the Workplace

Workplace bullying never appears out of nowhere — it needs fertile ground, and most often that ground is created by the employer. A toxic work atmosphere, lack of transparency, hyper-competitive environments, and dysfunctional leadership are ideal conditions for bullying to develop. When a company lacks clear anti-bullying policies and conflicts are left to fester, aggressive behavior flourishes.

Psychological factors also play a role: research shows that aggressors often have low self-esteem and envy more successful or popular colleagues. Additionally, bullying can stem from a group’s unwillingness to accept someone who “stands out” from the crowd — whether through work style, views, or simply independent behavior. Discrimination based on gender, race, or any other characteristic also frequently underlies workplace bullying.

Consequences for Health and Work

The impact of prolonged psychological pressure on a person is devastating. Victims of workplace bullying suffer from chronic stress, manifesting as headaches, insomnia, digestive issues, and constant fatigue. On a psychological level, they develop anxiety, depression, panic attacks, plummeting self-esteem, and a feeling of complete helplessness. In severe cases, post-traumatic stress disorder develops.

For businesses, the consequences are no less serious. An employee subjected to bullying loses productivity, starts making mistakes, takes more sick leave, and eventually will likely quit. High turnover, a deteriorating workplace atmosphere, risks of lawsuits, and reputational damage — all this is the direct responsibility of the employer, who is obligated to provide safe working conditions. As Polish lawyers from CGO Legal note, the absence of an anti-bullying policy can cost a company dearly.

How to Protect Yourself and Where to Turn

If you are facing workplace bullying, the first and most important thing is to stop blaming yourself. Psychologist Courtney Barber emphasizes that nothing in your behavior justifies cruel treatment. Experts advise staying calm, relying on facts, and meticulously documenting every incident: record dates, times, witnesses, save emails and screenshots. This will create an evidence base useful when approaching management or going to court.

Equally important is finding support outside work — family, friends, a therapist — who can help you maintain emotional balance. Regarding official actions, the first step should be approaching management or HR. Companies with sound policies have specific anti-bullying procedures and designated individuals to receive complaints. If the situation isn’t resolved, you can turn to the labor inspectorate or court — in some countries, like Spain, courts already classify workplace bullying as an occupational accident and oblige employers to pay compensation.