According to research from the US-based Workplace Bullying Institute, women are bullying each other at nearly double the rate that women bully men.

The research specifically found that 67 per cent of workplace bullies are male, with 58 per cent of them bullying other men and 47 per cent targeting women. In contrast, 33 per cent of bullies are female, with a significant 65 per cent bullying other women, while 35 per cent target men.

Speaking with Lawyers Weekly, Vanessa Vershaw, a workplace psychologist and high-performance coach, discussed the underlying causes of this phenomenon and proposed strategies to address and break the cycle, fostering a healthier and more supportive work environment.

Why is it happening?

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Vershaw explained that the factors driving this behaviour are multifaceted, arising from a combination of pressures within workplace culture, societal expectations, and individual insecurities.

One of the primary drivers she identified is the scarcity mentality experienced by many women, stemming from the perception of “limited opportunities and resources” for career advancement.

Vershaw explained that the belief that there is only room for a select few women who can reach the top creates a “competitive and zero-sum mentality”, where workplace cultures inadvertently “pit women against one another”.

Another underlying factor that Vershaw highlighted is the role of learned behaviours. She explained that many women entering male-dominated work environments may develop frustration from having to “fight for their place at the top”.

In turn, she outlined that these women often adopt the belief that other women “should do the same without help”. Vershaw noted that this mindset can lead to “unconscious discrimination”, where women are unaware of the harmful behaviours they may be perpetuating.

She also emphasised that insecurity and a threatened sense of status are key driving forces behind this troubling reality. Vershaw stated that when a woman views another woman’s success or competence as a threat to her own position, she may attempt to “undermine her”.

Vershaw suggested that this behaviour may have a biological component, explaining that women who exhibit aggressive tendencies towards others might be responding to perceived threats in competitive environments.

What is the impact?

The effects of women bullying other women are profound, affecting both the individuals involved and the organisation as a whole.

From a business perspective, Vershaw explained that such behaviour can foster a toxic environment, resulting in “staggering mental health issues and productivity losses”. While women who experience workplace bullying, regardless of its severity, often suffer from “high levels of related anxiety and untreated post-traumatic stress”.

Vershaw shared that this phenomenon also carries significant economic implications for organisations. She referenced the Productivity Commission’s estimate that workplace bullying costs the Australian economy “between $6 billion and $36 billion” annually.

In the bigger picture, she revealed that “stunted business performance” and lack of growth are direct consequences of unchecked bullying.

Effective strategies

Effectively addressing and breaking the cycle of female-to-female workplace bullying necessitates focused efforts from both individuals and organisations.

Vershaw proposed several strategies to be implemented to cultivate a more supportive and inclusive work environment, including:

• Promote self-awareness and accountability: Encouraging women to “reflect on their own behaviours and the potential impact on others” is vital, with Vershaw explaining how it can “help to foster a culture where women are willing to call out problematic behaviours, even in themselves”.

• Build supportive networks and partnerships: Vershaw emphasised the importance of creating opportunities for women to build networks and establish “tribes or personal boards of advisers”, which can offer valuable guidance and emotional support.

• Shift the narrative on gender expectations: She argued that individuals should “challenge the assumption that all women should automatically support and lift up other women”, as such discussions help dismantle “unrealistic demands”. Instead, Vershaw advocates for promoting a “more balanced view of women’s roles and responsibilities in the workplace”, with the aim of reducing unrealistic expectations and fostering more constructive relationships among women.

What role do firm owners play?

Vershaw outlined the critical role that law firm owners play in addressing workplace bullying and creating a work environment that discourages this behaviour.

Firm owners can lead by example, Vershaw pointed out, by investing in education and training focused on “likely scenarios”, helping employees “recognise and understand the different types of bullying behaviours”.

She said: “As part of this training, encouraging open discussions and reflections on personal experiences and biases is critical. This helps make it meaningful for participants and creates commitment to change.”

Moreover, Vershaw stressed the importance of firm leaders fostering a culture of “zero tolerance” for bullying, one that is “marked by a high degree of psychological safety and allyship among members irrespective of gender”.

Vershaw's new book, 'The Sisterhood Paradox' will be available 1 May.