When the Boss is a Bully: Employee Responses to Abusive Supervisors

By Dr. Siting WANG

From Meryl Streep in The Devil Wears Prada to Kevin Spacey in Horrible Bosses, fictional depictions of abusive bosses are plentiful. Unfortunately, these portrayals mirror a harsh reality, where too many toxic leaders still wield unchecked power. But beyond financial worries, why do employees tolerate this behavior? A recent paper[1] sheds light on how some employees, in their efforts to maintain a positive self-image, end up engaging in socially beneficial behaviours towards both co-workers and even the toxic leader.

As employees, we often juggle two main concerns: managing our image with the boss and shaping how colleagues perceive us. This challenge becomes even more critical when dealing with an abusive supervisor, since toxic leadership fuels dysfunction and drags down productivity. In such hostile environments, employees adapt by using various tactics to appease an overbearing manager and maintain the acceptance of peers who witness this dynamic. Thus, many mistreated workers end up staying in toxic environments, blaming themselves instead of pushing back. Some go even further, doing all they can to regain the boss’s favour. While factors like how that same supervisor treats co-workers, office dynamics, and perceived intentions matter, the bigger question remains: how do some employees thrive despite abusive supervision while others crumble?

After surveying 525 employees and their supervisors in two field studies conducted across a major convenience store chain and a large automobile manufacturing company in China, one conclusion stands out:  employees adapt to toxic bosses in ways that shape both their successes and setbacks. Findings show that workers with a strong “relational self-concept”—those who define themselves through their relationships—are more likely to cope with abuse by strategically “managing around” their peers and “managing up” to gain favour with an abusive boss. While they may achieve positive outcomes for both colleagues and the organisation in their efforts to please all parties, these strategies can take a significant psychological toll. This is especially true for those focused on preserving their social standing amidst the reputational fallout from a toxic relationship with their supervisor. Meanwhile, others fare even worse: melting under the glare of peers and their boss’s abuse, they may resort to unproductive behaviours, from gossiping at the coffee machine to skiving off work on Fridays.

In their attempts to protect their reputation with colleagues while trying to win over an abusive boss, victims of abusive supervisors often end up blaming themselves, creating an unsustainable situation in the long term. While concerns over job security and financial pressures are understandable, mistreated employees should consider proactive steps—whether it's escalating the issue to senior management, filing a complaint with HR, seeking a reassignment or, if possible, quitting.

Meanwhile, let’s face it: life is not always Emily in Paris, so remember to be a good boss once you make it to the top!

Reference:

[1]  Huang, L., Paterson, T. A., & Wang, S. (2022). Identity-Consistent Self-Image maintenance following leader abuse: Integrating Self-Presentation and Self-Concept orientation perspectives. Journal of Management, 50(4), 1361–1392. https://doi.org/10.1177/01492063221132794