Process Benefits

Create Collaborative Leadership Styles
Create a Bully-Free
Create a Psychologically Healthy and Profitable Workplace and Contribution
Reduce the Destructive
Effects of Conflict
"Happiness" and Emotional
Intelligence (EI)

Harassment and Bully Free Workplace

Businesses in America spend millions per year in related costs associated with workplace harassment and bullying. The US Congress spends millions of taxpayer dollars to cover-up the harassment of less powerful men and women by some members of Congress. Most workers have, at some point, been subjected to harassment, bullying and selfish behavior from leaders to co-workers. Long before there is stark behavioral evidence of workplace violence, it is usually retrospectively documented that "obvious clues" to violent behavior have existed as observed by current victims or bystanders. Prevention of workplace violence needs to begin with an evaluation of a hostile workplace and the intentional creation of a psychologically healthy workplace.

What is harassment, bullying and blatant selfish behavior?


Most descriptions of a hostile workplace include recurring negative interpersonal behaviors, such as sexual harassment, intimidation, and physical or emotional bullying. Usually, these acts coincide with a power imbalance where the "perpetrator" enjoys organizational power relative to the "victim" who may feel the need to tolerate the abuse to retain employment. Where there is no power imbalance, bullying behavior might also occur as "wolf-pack" behavior illustrated when a person encounters multiple perpetrators, who might be peers competitively striving for organizational power. Also, witnesses to bullying are often emotionally affected in anticipation of what might be possible for themselves, as well as experiencing a dispiriting sense of losing faith in the protection of management. Using the GEMA™-Lead360 model, hostile workplace behaviors can be classified and assessed on the "Self Above Service" domain with some examples below:





  • Interpersonal disengagement
  • Failure to provide information
  • Indifference to others
  • Exclusion from relevant meetings
  • Ignoring contributions
  • Insensitive to values of others
  • Silent treatment
  • Turning others against
  • Intense resistance to change
  • Abusive acts
  • Sexual harassment
  • Aggressive communications
  • Assigning impossible deadlines
  • Arbitrary punishments
  • Manipulation; gossip
  • Teasing; ridicule; sarcasm; swearing;
  • Unfair and negative employee reviews
  • Blame without factual justification
  • Revenge seeking behavior
  • Intentionally isolate from work processes
  • Micro-managing
  • Constant scrutiny
  • "Success" at expense of others
  • Condescending communications
  • Taking credit for other’s work
  • Attempts to "rule" others
  • Bragging at others' expense
  • Intellectual intimidation
  • Political manipulation
  • Self-centered behavior


An organizational culture that allows, or even encourages, bullying fosters the most extreme instances of abuse and is a psychologically hostile workplace. When workplace politics becomes a substitute for organizational ethics, that organization is in deep, long-term trouble.


It is tempting to think that increased communication would reduce conflict and improve organizational conflict management. However, with "psychologically entitled" and abusive leaders, such efforts to increase contacts will often result in increased frustration and a hardening of positions. Offensive leaders are not very good listeners nor adequately empathetic.


Mediation most often fails because the conflicting "positions" are not equitable from the beginning. Can you "mediate" abuse without justifying it? Is there a level of abuse that can agreeably be "tolerated?" Good leadership must be fair, open and honest while willing to enforce stated policy regarding sexual and interpersonal abuse. Leaders that are ignoring the abusive behavior of other leaders are also guilty, as passive supporters. Leaders must decide whether they will continue to respect leaders who are rude.


GEMA™-Lead360, along with a quality personality assessment tool, will create the data needed to functionally and efficiently confront the abuser professionally. Then, depending upon the quality of the relationship with the professional, real behavior change can be created, maintained, and encouraged. This progress, in the form of "movement," can be detected and measured by GEMA™-Lead360. For the abusive leader, it is challenging to argue with the consensus assessment created from a "360" model that has employed multiple respondents as the source of behavioral observations.


Personal and organizational effects of bullying might include:

  • Stress disorders
  • Reduced performance
  • Poor decision making
  • Sleep disturbance
  • Digestive problems
  • Phobias and anxiety disorders
  • Increased replacement costs
  • Derails careers
  • Fearful behaviors
  • Increased legal actions

Organizational specific norms are created from the “Pre” assessment, using GEMA™-Lead360. Most instruments use “national norms” which are insensitive to specific organizations. Basically, using norms that apply to everyone means the norms probably apply to no one.

How can GEMA™-Lead360 help?


Rehabilitate those who offend organizational norms.  GEMA™-Lead360 is a repeated measures device that can measure the effect of interventions. When offenders are given a second chance, the degree of improved interpersonal behavior can be measured, tracked and encouraged.

GEMA™-Lead360 Special Characteristics:

What will GEMA™-Lead360 do?

  • Build, maintain and grow a Connected, Cooperative, and Contributing teamwork synergy
  • Energize all associates to make visible contributions beyond the boundaries of their immediate assignments
  • Provide associates feedback that is difficult to give and provide a follow-up measurement of interpersonal leadership development
  • Harness the "collective genius of the group" by helping team members create unique teamwork products
  • Inspire increased interaction and leadership behavior in those who tend to be more withdrawn and inexpressive
  • Identify entitled and uncooperative attitudes while encouraging all associates to connect, cooperate and contribute

Encourages Positive Leadership:

  • Discourage the striving toward individualistic entitlement over team members as a source of success
  • Discourage disrespectful domination and control used for the purpose of demonstrating power over others
  • Discourage isolation, distrust and withdrawal as team member behaviors
  • Encourage useful contribution in line with organizational visions as a source of individual success
  • Encourage interpersonal cooperation and mutual respect at all levels of the organization
  • Encourage interpersonal expression, connection and trust at all levels of the organization

Advantages of 360 Degree Instruments:

  • Maximizes each associate’s contribution to organizational success by directing specific behaviors to be in line with organizational visions
  • Detects those with advanced leadership potential allowing the developmental process to begin sooner
  • Enhances the credibility, validity, fairness and accuracy of competency based teamwork performance information
  • Helps individuals understand how his or her behavior affects others and directly addresses the need to change specific behaviors.


Request a presentation

Special features of GEMA™-Lead360