Workplace bullying in military organizations: Bullying Inc.? https://psycnet.apa.

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Zedlacher, Eva (/search/results?term=Zedlacher,%20Eva&latSearchType=a) Koeszegi, Sabine Theresia (/search/results?term=Koeszegi,%20Sabi

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Citation
Zedlacher, E., & Koeszegi, S. T. (2021). Workplace bullying in military organizations: Bullying Inc.? In P. D'Cruz, E. Noronha, L. Keashly, & S. Tye-
Williams (Eds.), Special topics and particular occupations, professions and sectors (pp. 435–464). Springer Nature Singapore Pte Ltd.. https://doi.org/
10.1007/978-981-10-5308-5_18 (/doi/10.1007/978-981-10-5308-5_18)

Abstract
Notwithstanding an increase in civilian tasks and peace missions, (Western) armies are considered prone to workplace bullying and sexual harassment
inside their ranks. An analysis of military culture reveals the persistence of three intertwined organizational factors, which increase homogeneity, but are
also a breeding ground for systematic misconduct: (i) the misuse of power and bureaucratic regulations in hierarchical structures, (ii) socialization
processes with humiliating hazing rituals and demanding trainings which create insiders and outsiders and (iii) the persistent salience of hypermasculine
values including physical dominance. The existing empirical studies on workplace bullying and sexual harassment in national armies reveal high above-
average victimization rates, especially for female and young soldiers. Results indicate that misconduct is related to a (sexually) hostile work environment in
subunits of traditional branches and academies. Overt hazing rituals, but also covert behaviours like spreading rumours, have been reported. Victims often
do not report the incidences in fear of retaliation or trivialization, or are unsatisfied with the actions taken. Preventive measures include a departure from
traditional performance criteria and the mere focus on physical endurance and social cohesion. Moreover, written materials and leadership trainings, which
create awareness for diverse types of misconduct and (gender) differences in perception, are crucial. A range of contact points and official chains of
intervention are suggested including external consultants as well as internal “persons of trust”. Authors recommend more research on effective prevention
and intervention, and more comparable cross-cultural studies on awareness and severity of bullying behaviours and sexual harassment in military
organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

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