Most of us have experienced workplace bullying in some form—whether directly or as a witness. It’s insidious, often overlooked, and in many jurisdictions, still not illegal. But that doesn’t mean there are no legal consequences. It doesn’t mean that it’s not devastating.
In fact, sometimes it’s lethal.
Recently, two tragic cases have brought the human cost of unchecked workplace bullying into sharp focus. In both instances, the alleged bullying was so relentless and dehumanizing that the employees took their own lives.
Two Tragic Examples
Bradley Gleeson, a 16-year veteran of the Correctional Service of Canada, was reportedly subjected to ongoing bullying by his co-workers—treatment that intensified when he took federally approved medical leave due to being immunocompromised. His friends and former colleagues allege that:
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He was ostracized and left to work shifts without communication from teammates.
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Ridiculed in group chats.
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Assigned to unsupported posts known as “dummy” positions.
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Targeted with blame for others’ increased workloads during his leave.
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Subjected to a broader culture that penalized employees for taking any form of leave.
Gleeson died by suicide in April 2024. An investigation is underway.
In another case, a California Department of Transportation employee experienced repeated verbal abuse—being called “stupid” and “idiot,” subjected to obscene gestures, shoved to the ground, and cursed at. After taking leave in 2015 due to the abuse, he tragically died by suicide before his scheduled return to work.
His family filed a lawsuit, but the Ninth Circuit ruled that California’s workers’ compensation system was the exclusive remedy, and the claim could not proceed.
Legal Complexity, Limited Remedies
These cases raise difficult legal questions. In the U.S., workers’ compensation may be the only recourse when bullying causes mental harm or even suicide—unless the bullying is based on a protected class (e.g., race, gender, disability), in which case harassment laws may apply.
In the California case, the court found that the state’s workplace harassment law wasn’t designed to cover the kind of abuse he endured. That may differ in other states.
In Canada, the legal landscape is different, and the Gleeson family may have more avenues—particularly if the harassment was tied to federally protected medical leave.
But here’s the broader point: legal liability should not be the only motivator.
The Bigger Picture for Employers
Employers need to ask themselves some hard questions:
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Do you really believe this kind of behavior couldn’t happen in your workplace?
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Are you certain bullying isn’t happening now? How do you know?
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What systems do you have in place for early detection and intervention?
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If a candidate knew this kind of cruelty had occurred under your watch—with no action taken—would they want to work for your company?
Workplace bullying isn’t just an HR issue. It’s a business issue. It erodes trust, poisons culture, drives turnover, increases legal exposure, and in tragic cases like these, results in the unthinkable.
Time to Act
No statement of “zero tolerance” or internal policy will mean anything if your employees don’t feel safe speaking up, or if their complaints are ignored, minimized, or dismissed (showing that in fact the company does tolerate bullying).
If you’re an HR leader or business executive, now is the time to:
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Conduct a climate survey or anonymous feedback audit.
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Train managers to identify, brewing problems, collaborate with HR and intervene early.
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Implement clear reporting channels and follow-through protocols.
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Foster a workplace culture where respect is non-negotiable.
Let’s be clear: you don’t have to — and you shouldn’t– wait for a lawsuit, a formal complaint, or a tragic outcome to take workplace bullying seriously.
The question isn’t just “Is it illegal?”
The question is: What kind of workplace are you allowing to exist—and what are you doing to make it better?
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