The easy short answer is no, but let’s apply a little rigour and objectivity to this topical question. A good starting point is always definition.
Bully n 1. A person who is habitually cruel or overbearing towards smaller or weaker people. 2. A person who uses strength or power to coerce others by fear.
Bullying v-tr 1. To intimidate with superior size or strength. 2. Pressure or coerce a person to do something.
Bullying can be defined as the persistent use of offensive behaviour which gradually undermines a person’s self esteem and confidence. Whilst bullying does not include constructive criticism of behaviour or performance by line managers or supervisors upwards, it should be recognized that such criticism can often be used as a way to further undermine the confidence of a person who is already under the cumulative effect of harassment and that such poor performance may well be a direct result of that harassment. (source). This same source quotes BBC commissioned research by Staffs. Uni. and UMIST which concluded:
53% of the sample reported having been bullied at work
77% of the sample reported witnessing bullying at work.
Some observers and recipients of the managerial styles of both Gordon Brown and football manager Alex Ferguson have reportedly described them as bullies. Given their elevated positions and apparent success, it behoves us to question the acceptable boundaries of ‘forceful styles’ of leadership and management.
I suggest a few tests:
- The test of consciousness. When the ‘bully’ is applying the technique ( e.g. the hairdryer half time talk, or dominating body language) is he fully in control of himself and conscious of the likely consequences of his actions?
- The test of morality. Is the normal behaviour of the ‘bully’ in line with commonly accepted standards of human rights and ethics? Is it lawful?
- The test of precedent. Does management research support the effectiveness of ‘forceful’ styles in the particular type of circumstances where it is being observed?
If the behaviour is ‘selective’ rather than ‘habitual’ and the proponent is fully conscious of the likely consequences whilst acting within the law and standards of behaviour prescribed by the employer….then perhaps a ‘demanding style’ has its place in the leadership lexicon. Outside of these boundaries it is bullying and should be dealt with….forcibly.
These are the personal views of Ron Leagas, and not necessarily those of The Success Group Ltd.