Sandy Hershcovis

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Workplace harassment often continues not because it goes unnoticed, but because speaking up feels risky. (Getty Images/Unsplash+)

Why workplace harassment persists despite policies — and what leaders can do

Sandy Hershcovis, University of Calgary; Ivana Vranjes, Tilburg University; Lilia M. Cortina, University of Michigan, and Zhanna Lyubykh, Simon Fraser University

Employees often recognize workplace harassment but choose not to report it. New research explores the social dynamics behind that silence and what can change it.
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.
When leaders ignore workplace aggression, employees can experience post-traumatic stress disorder, anxiety disorder and depression. (Shutterstock)

Workplace aggression causes real harm — leaders must take action against it

Zhanna Lyubykh, Simon Fraser University; Rui Zhong, Penn State; Sandra L. Robinson, University of British Columbia; Sandy Hershcovis, University of Calgary, and The Ton Vuong, University of Calgary

Leaders can effectively interrupt incidents of workplace aggression, act as influential role models for others, and ultimately foster inclusive climates.
The modern workplace is no stranger to political tensions, differing viewpoints and interpersonal conflicts. (Shutterstock)

Workplace tensions: How and when bystanders can make a difference

Sandy Hershcovis, University of Calgary; Brianna Barker Caza, University of North Carolina – Greensboro; Ivana Vranjes, Tilburg University, and Zhanna Lyubykh, Simon Fraser University

The essence of bystander intervention is not just about stopping a negative act, but also about fostering an environment where respect, growth and collaboration thrive.
Managers who abuse their employees may be suffering from a perceptual bias. imtmphoto/iStock via Getty Images

Abusive bosses often blame a worker’s lack of effort or care for poor performance when it’s their own biases that may be the problem

Zhanna Lyubykh, University of Calgary; Jennifer Bozeman, West Chester University of Pennsylvania; Nick Turner, University of Calgary, and Sandy Hershcovis, University of Calgary

About 1 in 7 workers say their managers are abusive, whether it involves ridicule or a failure to provide credit when it’s due.
New York Gov. Andrew Cuomo, seen here in July 2021, announced on Aug. 10, 2021, that he would resign amid a sexual harassment scandal. Spencer Platt/Getty Images

Complicity and silence around sexual harassment are common – Cuomo and his protectors were a textbook example

Sandy Hershcovis, University of Calgary; Ivana Vranjes, Tilburg University; Jennifer L. Berdahl, University of British Columbia, and Lilia M. Cortina, University of Michigan

Four scholars who study the role witnesses play in helping and protecting harassers say the role played by many in Cuomo’s office fit a pattern of silence, complicity and intimidation.

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