Leader Bullying Through a Different Lens

Abstract

An interpretation of bullying as a set of defensive values and strategies is established via the use of two scenario case studies. The origins of defensiveness are explored alongside introduction to a holistic evidence-based learning (HEBL) model based on an organizational learning, productive set of values and strategies, to overcome this problem in a way that contributes to a learning organization. A legal opinion about case law associated with bullying confirms the appropriateness of such organizational learning approaches to address this problem and avoid litigation. The extensive literature about defensiveness and organizational learning has not been previously widely considered in association with bullying behaviors. This conceptual article is intended to stimulate further interest to make the link between defensiveness and bullying behaviors.