5 Traits of the Mobber: How to Recognize Workplace Bullying

Workplace mobbing develops gradually through undermined competence, isolation, and pressure. Legal definitions and five warning signs help employees and employers identify these harmful behaviors.

Mobbing Is Not a Personality Trait, But a Specific Mode of Action

Mobbing does not always start with an open conflict. It more often develops gradually—from undermining an employee’s competence, through isolating them from the team, to exerting pressure and ridiculing them. How to recognize mobbing behaviors? Here are five signals that should catch the attention of both employee and employer.

The person committing mobbing does not have to be aggressive or openly confrontational. They may be perceived by their environment as a demanding supervisor, a firm person, or even very well-liked. Therefore, it is impossible to create a closed list of “mobber personality traits.” Whether a given behavior constitutes mobbing is determined primarily by its character, repeatability, duration, and the effect it produces on the employee.

According to Article 94³ § 2 of the Labor Code, mobbing means actions or behaviors concerning an employee or directed against an employee, consisting of persistent and long-term harassment or intimidation. Their consequences may include, among others, a lowered assessment of the employee’s professional usefulness, their humiliation or ridicule, isolation, or elimination from a team of coworkers.

In practice, however, five characteristic ways of operating can be indicated for a person using mobbing.

Distinguishing Mobbing from Lawful Work Management

It is important, however, to distinguish mobbing from lawful work management. A supervisor may require the performance of duties, hold an employee accountable for results, and draw consequences in the event of actual violations. However, they cannot use their position to harass an employee over a long period.

Not every difficult situation at work is mobbing. This is a very important distinction. A one-off argument, justified criticism, a demanding supervisor, or an unfavorable personnel decision do not necessarily mean mobbing. The Labor Code requires that behaviors be persistent and long-term in nature. In practice, courts therefore analyze the entirety of the relationship between the employee and the person accused of mobbing. The significance may also lie in whether specific behaviors were directed against a specific employee and whether they led to the effects described in regulations.

The Employer’s Obligation to Counteract Mobbing

The responsibility for counteracting mobbing does not rest solely with the employee. According to Article 94 point 2b of the Labor Code, the employer has an obligation to counteract mobbing. This means that the employer should react to signals indicating improper relationships in the workplace. Therefore, it is not enough to assume that a conflict between employees is their private matter.

This is of particular importance in the event of a report concerning the behavior of a supervisor. The employer should then establish the circumstances of the case and take appropriate action.

What to do when we suspect mobbing? An employee who believes they are a victim of mobbing should first of all document the events. It is worth writing down dates, places, people present at the event, and the exact nature of the behavior. E-mails, business messages, supervisor orders, or other documents showing the work organization method can also be helpful.

If the problem is serious, the employee can report it to the employer or the person in the workplace responsible for receiving such reports. In certain situations, they can also pursue their rights in court.

Warning Signals and Legal Basis

Pay special attention to the behavior of a person using mobbing when certain conditions are met.

Legal basis: Article 94 point 2b and Article 94³ of the Act of June 26, 1974 – Labor Code.