Bullying at Work and the after effects

Workplace bullying goes far beyond “personality clashes” or occasional tension at work. It damages wellbeing, performance, and, in many cases, a person’s life outside work for years to come.

What workplace bullying looks like

We consider bullying at work as unreasonable behaviour directed at an employee that creates a risk to health and safety. It can be:

obvious (shouting, insults, threats)

or

subtle (undermining, exclusion, persistent criticism, rumour‑spreading).

Research shows bullying is typically a pattern, not a one‑off event. It often involves an abuse of power or status. This sustained exposure is what makes the psychological impact so severe.

Immediate impact on mental health

Studies consistently link workplace bullying with higher levels of psychological distress, anxiety, depression, sleep problems, fatigue, and burnout.

• Experience shows higher levels anxiety, depression, irritation, psychosomatic symptoms (like headaches or stomach issues), tiredness, and sleep disorders than colleagues who are not bullied.
• A large meta‑analysis of 48 studies involving over 167,000 participants found bullying at work was a substantial predictor of depression, anxiety, stress and, most strongly, work‑related burnout.
• Victims often describe reduced self‑confidence, difficulty concentrating, and a loss of motivation, all of which directly undermine performance and job satisfaction.
• Emotionally, people frequently report feelings of shame, guilt, humiliation and isolation, especially where bullying comes from managers or close colleagues. This can erode a person’s sense of identity and worth at work.

Physical health consequences

Bullying is strongly linked to physical health problems as well as mental health.

Research shows associations between workplace bullying and:

• Increased general health complaints, including headaches, neck and back pain, and musculoskeletal problems.
• Higher risk of cardiovascular disease: one study found bullied workers had more than double the odds of cardiovascular symptoms compared with non‑bullied colleagues, with an odds ratio of 2.3.
• Greater likelihood of developing cardiac‑related conditions such as heart disease or stroke, with bullied workers 1.59 times more likely to develop these illnesses than those who were not bullied (As reported by the BBC).

These physical symptoms often sit alongside poor sleep, exhaustion and chronic stress responses, creating a cycle that further worsens mental health.

Bullying at Work and the after effects – long‑term and lasting

One of the most concerning aspects of workplace bullying is that its effects can persist long after the behaviour has stopped or the person has left the organisation.

Evidence from long‑term studies and qualitative research shows (See external links):

• Workplace bullying can predict mental distress two years later, and in some cases mental health problems up to five years later, particularly depression.
• Victims often show symptoms consistent with post‑traumatic stress disorder (PTSD), including intrusive memories, hypervigilance and avoidance of reminders of the bullying.
• People describe bullying as a “psychic trauma” or life crisis that leaves an “internal scar” or vulnerability that never fully heals and can be easily reopened by reminders.
• Prolonged bullying is associated with increased suicidal ideation, and in extreme cases has been linked to self‑harm and suicide.

Occupationally, bullied workers are more likely to:

• Leave their job or even their profession entirely.
• Experience job insecurity, unemployment, or early retirement.
• Carry lowered confidence and expectations into future roles, sometimes accepting poor treatment as “normal”.

In short, workplace bullying can mark people for life, reshaping how they see themselves, their careers, and their trust in organisations and colleagues.

Impact on organisations

While your focus is rightly on mental health, the organisational fallout is significant and strategic.

Bullying at work is linked to:

• Higher sickness absence, presenteeism and staff turnover.
• Reduced productivity, lower engagement and poorer team performance.
• Higher use of healthcare and employee support services, and increased risk of grievances and litigation.
• Because bullying undermines psychological safety, it also damages innovation, learning and honest communication – all essential for healthy performance cultures.

Why prevention and early action matter

Taken together, the evidence shows that workplace bullying is not a “difficult personality issue”; it is a serious health and safety risk with long‑term mental and physical health consequences.

Preventing and tackling bullying early can:

• Reduce the likelihood of long‑term anxiety, depression, PTSD‑like symptoms and burnout.

• Limit the development of chronic physical conditions associated with ongoing stress and trauma.

• Protect organisational performance, reputation and the ability to attract and retain talent.

This is why robust anti‑bullying policies, psychologically safe cultures, and confident line management practices are central to any serious mental health and wellbeing strategy.

Have you read our other articles? Workplace Bullying and PTSD or Bullying and Coercive Control

 

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