Workplace scapegoating is one of the most damaging and misunderstood forms of workplace bullying. It often goes unnoticed because it is subtle, systemic and frequently disguised as “performance management” or “personality conflict”.
Rebecca experienced this firsthand. For years, she endured a manager who routinely blamed her for their own mistakes. Whenever something went wrong, responsibility was projected onto her. The manager avoided accountability by making her the problem.
Emotionally intelligent leaders and high-performing teams share one critical trait: accountability.
Accountability looks like this:
When accountability disappears, scapegoating at work takes its place. Over time, this creates a toxic workplace culture built on fear, distortion and disrespect.
People don’t leave bad jobs. They leave bad managers. And high staff turnover caused by workplace bullying has a direct impact on morale, productivity and profitability.
Workplace scapegoating is a subtle form of bullying where one person attempts to elevate themselves by lowering someone else. It is an attempt to gain power externally because the scapegoater cannot access it internally.
Scapegoating is psychological and relational, and is often hidden
Unlike overt bullying, scapegoating in the workplace is rarely physical. It is psychological and relational, often hidden in everyday interactions.
Common scapegoating behaviours include:
Because these behaviours are often normalised, scapegoating becomes widespread and difficult to challenge.
Scapegoating behaviours are usually learned early in life. Both scapegoaters and scapegoats often come from environments shaped by shame, fear or disempowerment.
Some people reclaim lost power through personal development and self-awareness. Others attempt to take power from those around them by blaming, controlling or undermining others.
Artificial power structures are often to blame
Workplaces can intensify this dynamic due to artificial power structures. In Rebecca’s case, her manager was the business owner, which gave them positional power and reduced psychological safety for those around them.
Scapegoats are not weak. In fact, they are often empathetic, capable and emotionally intelligent. They possess natural power, which makes them attractive targets for insecure leaders or colleagues.
Over time, scapegoats learn to give their power away to keep the peace. In the workplace, this often looks like:
Eventually, scapegoated employees wonder why they cannot progress or reach their potential. The pattern becomes self-reinforcing, creating the same outcomes again and again.
Breaking scapegoating patterns requires awareness, support and action.
After five years of attempting to address the situation, Rebecca resigned. Her new role bears no resemblance to her previous experience. The energy once spent managing her boss is now invested in wellbeing, growth and ongoing coaching. She is committed to never stepping back into the scapegoat role.
Healthy workplaces are built on the right use of power and clear accountability. Preventing workplace scapegoating is everyone’s responsibility.
Change begins with individual awareness and a collective commitment to do better. Kindness, accountability and courage remain the most powerful foundations of sustainable workplace culture.
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Copyright 2022 Robin Elliott