The New Age of Bullying and Violence in Health Care: Part 3

Abstract

The increasing incidence and impact of bullying across all sectors have made it a major workforce performance management challenge. Health care settings are especially tense environments, often making it difficult for individuals to distinguish between bullying behavior and high expectations for staff. Bullying impacts both direct targets and bystanders who witness the assaultive behaviors, with ethical implications as well.Case management is poised to promote a safe health care workplace for patients and practitioners alike amid these intricate circumstances. Understanding types of bullying bosses and leadership styles is integral to a case manager's success in the workplace.

A survey of the prevalence and predictors of workplace bullying towards the dental hygienist

“…10 Studies have shown turnover rates as high as 60% in healthcare workers on the receiving end of WPV. 11 The Workplace Bullying Institute also reports emotional impact on the victims by way of anxiety, panic attacks, depression and post-traumatic stress disorder. 12 In fact, cases of non-fatal injury and illness in relation to WPV are higher among healthcare workers than in any other industry.…”

Experience of nursing leaders with workplace bullying and how to best cope

“…Hutchinson, Jackson, Haigh, and Hayter (2013) noted that bullying tends to occur in environments of acquiescence, in the presence of others. Various behaviours are exhibited by bosses who bully others, to include physical aggression, blaming, ridiculing or putting leaders down in front of others, lying, accusing others of incompetence or not giving others credit for their work (Fink-Samnick, 2017;Moss, 2016). Some bullying bosses throw tirades and intimidate staff, while others are more covert and unpredictable and may be nice one day and abusive the next (Fink-Samnick, 2017).…”

“…Various behaviours are exhibited by bosses who bully others, to include physical aggression, blaming, ridiculing or putting leaders down in front of others, lying, accusing others of incompetence or not giving others credit for their work (Fink-Samnick, 2017;Moss, 2016). Some bullying bosses throw tirades and intimidate staff, while others are more covert and unpredictable and may be nice one day and abusive the next (Fink-Samnick, 2017). Different theories exist for why leaders bully others (Hauge, Skogstad, & Einarsen, 2009).…”

“…They stated that regardless of the form of bullying behaviour, the bully leader subordinates the victim to a position of weakness or helplessness which reinforces and strengthens the bully's own power over time. Fink-Samnick (2017) noted that health care organizations are made up of social hierarchies that set the stage for bullying situations. Bullying may be used as a tactic from some bosses to pressure employees to get work accomplished faster, but in the ultimate will have a negative impact on morale and motivation (Ferris et al, 2007).…”

“…Having a high level of resilience and emotional intelligence can help leaders feel more confident during bullying situations (Hutchinson & Hurley, 2013). Maintaining a high level of self-worth is very important for leaders that are being bullied; one way to improve self-esteem is to have a good support system and to avoid isolation in the workplace (Fink-Samnick, 2017). Fink-Samnick (2017) provides several suggestions for workplace "warrior strategies," including being methodical about how one behaves and performs when in the presence of a bully; always document notes after incidents occur.…”