This study aims to evaluate the phenomenon of workplace mobbing not merely as personal deviations or interpersonal conflicts, but within the context of organizational structure, management practices, and power struggles. The chapter primarily examines how mobbing is fostered, maintained, and legitimized through leadership approaches, organizational climate, organizational culture, organizational standards, and management practices. In this context, mobbing is considered not only a consequence of hierarchical power imbalance, but also a multifaceted organizational dynamic fueled by organizational silence, psychological insecurity, and symbolic management practices.

The chapter questions the top-down bullying approach frequently discussed in classical mobbing literature, and discusses reverse mobbing within a comprehensive analysis. This perspective is based on the hypothesis that power struggles within an organization are not static but relational. The study critically examines how passive, indifferent, or oppressive leadership approaches create fertile ground for mobbing, and whether organizational culture plays a role in normalizing these occurrences. In summary, this book chapter argues for the necessity of re-evaluating workplace bullying at the corporate level.