Beneath the surface of professional relationships lies a troubling culture of psychological oppression, domination, and exclusion. Workplace intimidation remains a pervasive and deeply entrenched issue. Unlike physical violence, this invisible form of sadism leaves no visible bruises but profoundly impacts mental health, career progression, and overall workplace well-being. Alarmingly, this issue is not confined to male supervisors; women in positions of authority also contribute to these dynamics, inadvertently perpetuating patriarchal systems that resist genuine gender equity.

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Reform imperatives of our police

Workplace violence is often narrowly defined as physical altercations or blatant harassment. Yet, one of its most insidious forms manifests through the invisible scars of psychological harm, rooted in the power imbalances inherent in gendered oppression. This quiet, systemic violence festers in the shadows of authority and participation, corroding not just the mental well-being of its victims but also the broader integrity of organisational culture. It thrives unchecked in environments where dominance is normalised, and dissent is discouraged.

Within the professional hierarchy, the relationship between supervisors and their subordinates is inherently unequal. Supervisors hold significant sway over their employees' careers, evaluations, and overall sense of security. When this power is misused under the appearance of patriarchy, it gives rise to what might be called "invisible viciousness"—a form of psychological violence that is subtle, pervasive, and challenging to confront. Often cloaked in euphemisms such as "tough love" or "professional rigour," these behaviours mask a deeper agenda of control and subjugation.

This invisible harm takes many forms, silencing employees in meetings, dismissing their ideas, undermining their contributions, blocking career advancement opportunities, or perpetuating microaggressions that chip away at confidence and mental stability. The psychosocial toll is significant, leaving victims grappling with chronic stress, diminished self-worth, anxiety, and depression—emotional wounds that extend far beyond the workplace and often remain unacknowledged. Ultimately, this quiet violence erodes not only the individual but also the potential of the organisation itself. As long as such behaviours remain overlooked or dismissed, true equity and inclusion will remain elusive.

At its core, violence in the workplace is an extension of societal patriarchy. Historically, workplaces were designed for men, by men, and though much progress has been made, those gendered power structures still persist. Supervisors, often male, may dominate not through overt acts but through systematic exclusion of women or gender minorities from decision-making spaces, career development opportunities, and leadership pathways. 

For women and marginalised genders, this psychological violence has severe consequences. Being undermined in meetings or talked over repeatedly sends a message that their voices don't matter. Their potential is dismissed, and they are made to feel "lucky" to have a seat at the table instead of empowered to lead it. These experiences accumulate, fostering a culture of silence, fear, and resignation. The mental toll — stress, anxiety, and burnout — is substantial, yet rarely visible or accounted for in workplace policies.

Participation in workplace decision-making is one of the most significant areas where invisible violence plays out. Often find ideas accredited to management but their inputs sidelined, or their expertise questioned. For supervisees under a patriarchal supervisor, this violence takes the form of constant monitoring, micromanagement, or outright dismissal of their capabilities. These behaviours are more than just bad management; they are rooted in structural inequities that keep minorities "in their place."

This domination perpetuates a culture where survivors of such violence are made to feel isolated, fearing retaliation if they speak up. They are often left out of available spaces, excluded from informal networking spaces, and denied access to mentorship or sponsorship opportunities that could elevate their careers. 

 Why do supervisors — both men and women — engage in such harmful behaviour? Supervisors, regardless of gender, often engage in harmful behaviours rooted in power dynamics, societal conditioning, and organisational structures. Driven by insecurity and fear of losing authority, male supervisors frequently use psychological violence to reinforce patriarchal dominance, while female supervisors may adopt authoritarian behaviours to align with patriarchal leadership standards.

Internalised patriarchy exacerbates the issue, as societal norms condition women to view each other as competitors rather than collaborators. Women leaders face a double bind, often criticised as "too soft" or "too aggressive," prompting harsher leadership styles to prove their competence. Studies suggest that women managers are 40 percent more likely than men to report facing criticism for their leadership style.Organisational blind spots further enable this harm. Emotional harassment is addressed in only 20 percent of global workplace policies, and accountability is weak unless public scandals arise. In patriarchal cultures, leadership is equated with dominance, silencing supervisees—particularly women—who are labelled "difficult" for challenging authority. This toxic cycle perpetuates inequality and undermines workplace well-being.

Organisations have a moral and legal obligation to address workplace violence, yet many of the existing safeguards are ill-equipped to deal with invisible, gender-based psychological violence. Current workplace policies often focus on reporting mechanisms for physical or evident harassment, leaving mental and emotional violence unaddressed. Worse, the processes themselves can retraumatise victims, especially when the accused is a supervisor with significant institutional backing.

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Inflation is pushing us to the brink

To create truly inclusive and safe workplaces, we must adopt a holistic view of violence. Safeguards must extend to subtle forms of oppression, holding supervisors accountable for patterns of exclusion, favouritism, or verbal abuse. Anonymous reporting systems, gender-sensitivity training, and external audits of workplace dynamics are essential to identify and rectify systemic abuses of power.

To confront these challenges, we must first acknowledge the depth and prevalence of psychological violence in workplaces. It is not enough to count the number of women in leadership roles or celebrate token achievements in gender equality. The real work lies in examining the invisible barriers that perpetuate oppression and harm, particularly in supervisor-supervisee relationships.

The fight for true gender equality requires more than policies—it demands a cultural shift in how power is understood, shared, and exercised. Without addressing these psychosocial dimensions, the cycle of invisible violence will continue to sabotage the progress we desperately need.

Taslima Tinni is a human rights activist.

Views expressed in this article are the author's own.

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