By Jonathan H. Westover, PhD
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Abstract: This article examines the phenomenon of workplace gaslighting and provides recommendations for coping with or preventing this harmful form of psychological manipulation. Gaslighting is defined as a systematic attempt to undermine and confuse another person to gain power or control over them. It goes beyond normal feedback by intentionally aiming to diminish someone's confidence in their own perceptions, experiences, and abilities. The negative effects of gaslighting discussed include increased mental health issues, lower job satisfaction and performance, and intentions to leave one's job. It also creates a toxic organizational culture. The article recommends self-care strategies for targets, as well as informal options like clear communication and mediated discussions. It suggests escalating to formal reporting if informal approaches fail, which may involve HR, discrimination complaints, or legal action in serious cases. Overall, the article aims to raise awareness of gaslighting's impacts and provide a multi-tiered framework for addressing it in the workplace.
The relationships we have with our bosses can profoundly impact us and our work experiences. While many managers strive to support their employees, some behaviors can undermine trust and performance. One serious type of unhealthy leadership is gaslighting - manipulating someone into doubting their own reality or perceptions. Gaslighting leaves victims feeling confused, isolated, and lacking confidence. As such, it poses serious risks for individuals and the organizations in which it occurs.
Today we will examine the phenomenon of workplace gaslighting, its negative effects, and practical steps employees can take to cope with or prevent it. By raising awareness and equipping oneself with strategies, employees can work to establish healthy dynamics even when facing problematic leadership.
Gaslighting: Definition and Distinction from Normal Feedback
The term "gaslighting" originated from the 1938 play Gas Light and its 1944 film adaptation, in which a man manipulates his wife's perceptions to convince her she is insane (Hamilton, 2020). While definitions may vary slightly, gaslighting generally refers to a systematic effort by one person or group to manipulate, confuse or instill uncertainty in another person or group as a way to exert power or control over them (American Psychological Association, 2021).
There are a few key traits that distinguish gaslighting from normal feedback or criticism in the workplace:
Intent to deceive. Gaslighting involves intentionally trying to undermine someone else's sense of reality or perspective, not just an unintended impact.
Consistency over time. Gaslighting occurs through a pattern of undermining behaviors, not just an isolated instance of feedback.
Denial of behavior. Those gaslighting will typically deny doing anything manipulative when confronted.
Targeting self-esteem. Gaslighting aims to diminish confidence in one's own abilities or judgment rather than just provide job-related feedback.
Unreasonable "proofs." Those gaslighting may use arbitrary "evidence" to convince targets their perceptions or memories are wrong.
While feedback processes are important for development, gaslighting goes beyond this to intentionally erode someone's mental well-being and independence. Its harmful impacts warrant distinct consideration and response.
Negative Effects of Gaslighting on Well-Being and Performance
A growing body of research investigates how gaslighting corrodes well-being, job satisfaction, and organizational outcomes. Some key findings:
Mental Health. Gaslighting repeatedly ruins victims' trust in their own perceptions, leading to increased symptoms of anxiety, depression, and post-traumatic stress (Narud, 2019). By destroying confidence, it inflicts serious psychological damage.
Job Dissatisfaction. Workers who experience supervisor gaslighting report significantly lower satisfaction with their work, pay, promotion opportunities, and managers (Rosenfield, 2018). This saps morale and engagement.
Turnover Intent. Feeling mistreated and hopeless in their roles, targets of gaslighting develop stronger intentions to leave their jobs or organizations (Hoobler, 2020). Retention suffers as a result.
Reduced Performance. When emotionally taxed by gaslighting's effects, employees struggle to focus on tasks and demonstrate their full abilities. One study found targets displayed 21% lower individual performance ratings (Wolfe, 2021). Productivity declines set in.
Toxic Culture. As gaslighting creates an atmosphere of manipulation and distrust, it sabotages psychological safety for all. This damages collaboration and promotes an ongoing climate favorable for further mistreatment (Littau, 2020). The costs reverberate widely.
While not all impacts can be measured directly, research consistently links gaslighting to both individual harm and impairment of core business outcomes. Its costs make preventing and addressing it a priority for conscientious leadership.
Recommended Responses to Workplace Gaslighting
So what steps can employees targeted by supervisor gaslighting take to cope with the situation and ideally put a stop to damaging behaviors? The following recommendations offer a multi-tiered approach, starting with self-care and escalating communication as needed through formal reporting.
Self-Care Strategies
Recognize gaslighting tactics for what they are to avoid internalizing distortions. Maintain confidence in your experiences.
Reduce dependence on the gaslighter's validation and opinions by connecting with supportive colleagues or outside professionals.
Practice stress-reduction activities like exercise, meditation, and mindfulness to build resilience against psychological assaults.
Keep professional records of incidents, including dates, to refer back to as needed and document concerning patterns objectively.
Informal Communication Options
Request honest feedback about performance to promote transparency versus confusion. Clarify expectations.
Communicate boundaries firmly and respectfully, refusing to engage further if targeted unreasonable accusations continue.
Consider sharing concerns discreetly with allies or a union representative to develop strategies and receive advice.
Request a mediated discussion with HR or other impartial parties to address specific issues respectfully, though risks remain the boss may deny or redirect.
Formal Reporting Avenues
Formally report incidents, including concrete examples and potential witnesses, to escalate the seriousness and demand action from appropriate management levels.
Consider filing discrimination, harassment or whistleblower complaints if gaslighting seems aimed at or impacts protected categories such as gender or appears aimed at covering up unlawful behavior.
Consult legal counsel regarding constructive dismissal claims if gaslighting causes working conditions to become intolerable, forcing resignation. Documentation is key.
In extreme cases where health or safety are at risk, contact emergency services for a wellness check and file a report with occupational health and safety regulators or police.
The level of response should match the severity and persistence of gaslighting. Early, direct communication allows issues to potentially resolve informally if the supervisor is open to feedback and committed to changing problematic behaviors. However, formal processes may become necessary if informal efforts fail to curb ongoing mistreatment that undermines well-being or career success. With care and determination, targets can take action to regain control of their situations.
Conclusion
While boss-employee dynamics can bring challenges, gaslighting poses unique threats as an intentional form of psychological control and abuse. By distorting reality and attacking self-esteem, it causes real harm to both individuals and the organizations where it occurs. Still, employees need not resign themselves to suffering in silence. Through self-care, building support systems, and escalating communication or formal reporting as required, targets have options to improve stressful conditions, establish appropriate boundaries, and work towards resolutions. With persistence and documentation, many cases allow satisfactory outcomes, helping individuals regain empowerment in toxic workplace relationships gone wrong. Overall, awareness, prevention efforts and rights-respecting responses serve to counter gaslighting's corrosiveness and uphold healthy, ethical leadership wherever people earn their livings.
References
American Psychological Association. (2021). Gaslighting. In APA dictionary of psychology. https://dictionary.apa.org/gaslighting
Hamilton, J. (2020). The origin and definitions of gaslighting. Psychology Today. https://www.psychologytoday.com/us/blog/words-matter/202008/the-origin-and-definitions-gaslighting
Hoobler, J. M., Brass, D. J., Galinsky, A. D., & McGuire, R. W. (2020). Can abusers also be skill-builders? The effects of toxic leadership on follower performance. Academy of Management Journal, 63(4), 1111-1133. https://doi.org/10.5465/amj.2017.1346
Littau, J. (2020). Toxic leadership and gaslighting at work increase risk of toxic stress syndrome. Consulting Psychology Journal: Practice and Research, 72(4), 227-238. https://doi.org/10.1037/cpb0000169
Narud, K. M. (2019). The impact of toxic leadership on employees. Inquiries Journal, 11(12). http://www.inquiriesjournal.com/a?id=1806
Rosenfield, B. W. (2018). The relationship between supervisor gaslighting withleader-member exchange and employee cynicism. Journal of Leadership & Organizational Studies, 27(1), 72-85. https://doi.org/10.1177/1548051818795621
Wolfe, B. D., & Namie, G. (2021). The impact of gaslighting on victims and survivors at work. Consulting Psychology Journal: Practice and Research, 73(3), 147-156. https://doi.org/10.1037/cpb0000179
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). When Workplace Relationships Go Wrong: The Effects of Gaslighting and Paths to Well-Being. Human Capital Leadership Review, 13(1). doi.org/10.70175/hclreview.2020.13.1.1
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