Upward Bullying Exposed
Leadership Risks Are Rising
Upward bullying is not an isolated conflict. This international survey of senior leaders reveals how coordinated, covert behaviours from subordinates undermine leaders’ authority, distort decision-making, and force capable leaders out of organisations. The findings highlight upward bullying as a systemic governance and psychosocial risk.
Key Findings
What leaders report
The data shows 71% of senior leaders have personally experienced upward bullying, while nearly 80% have witnessed it targeting others.
Most organisations mislabel the behaviour or delay responses to it, allowing fear and silence to erode leadership confidence, performance, and retention.
What Executives Need to Know
Board impact
Upward bullying compromises executive authority, slows decision-making, and drives leadership attrition.
Over two-thirds of leaders report upward bullying has major negative impacts on organisational performance.
When behaviours are misread as conflict or feedback, escalation becomes a systemic failure.
Insights into Leaders’ Experience
A wide cross-section of leaders surveyed
Survey respondents include CEOs, board members, executives, and senior managers with deep leadership tenure across public, private, and not-for-profit sectors. The findings reflect sustained exposure to organisational power dynamics, not isolated conflicts or leadership inexperience.
Preventable. But Ignored.
Early prevention is key
More than 94% of leaders believe upward bullying could have been reduced or prevented with earlier recognition and action.
This report shows why awareness alone is insufficient, and what organisations must understand to stop escalation before leadership damage becomes irreversible.