Laurie J. Barclay

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Managers often underestimate the impact of silence. A new study shows that inaction can undermine trust and morale. (Getty Images/Unsplash+)

What happens when managers don’t act? New research reveals the consequences can be severe

Christine C. Hwang, University of Guelph; Daniel L. Brady, Wilfrid Laurier University; Laurie J. Barclay, University of Guelph, and Robert J. Bies, Georgetown University

New research shows that when managers fail to respond to harmful behaviour at work, employees interpret that silence as a breach of trust.
Rather than intervening, supporting targets or reporting the misconduct, bystanders may downplay it, withdraw support or even blame the target, which ultimately reinforces the mistreatment. (Shutterstock)

Why bystanders defend bad behaviour at work — even when they know it’s wrong

Zhanna Lyubykh, Simon Fraser University; Laurie J. Barclay, University of Guelph; Nick Turner, University of Calgary, and Sandy Hershcovis, University of Calgary

New research looks at why bystanders so often fail to act when they witness mistreatment at work.

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