Whether you’ve been in the workforce for a few years or a few decades, odds are you’ve tolerated a toxic boss; 71% of U.S. workers have had at least one such supervisor in their career, a 2023 Harris Poll showed. As with other ruinous relationships, toxic bosses are difficult to escape and any number of reasons, such as being unable to afford quitting your job, may keep you putting up with them. New research, however, offers an underlying reason for some employees’ willingness to work under an abusive leader.

Do you view your toxic boss as successful? This perspective makes you more likely to label their abuse as “tough love,” according to a study published last year in the journal Organizational Behavior and Human Decision Processes. Researchers at the Ohio State University Fisher College of Business also found that employees tended to think a high-performing boss could boost their own career—reproachful behavior notwithstanding.

“If someone is a good performer, we almost have this halo effect, or you assume that they have all these other positive traits particularly associated with leadership, which goes directly in the face of an abusive leader,” lead study author Robert Lount, PhD, an Ohio State professor of management and human resources, tells Fortune. “We were trying to reconcile these issues and how that might help understand when abusive behavior might not necessarily be encoded as abusive.”

In one part of the study, Lount and his colleagues surveyed nearly 600 full-time U.S. workers spanning an array of industries and positions, who had worked for their current supervisor for an average of five years. They used a pair of established scales—a 15-point measure of abusive supervision and a four-point measure of leader performance—that asked participants to evaluate statements such as “My boss ridicules me” and “My boss is superior to other bosses that I have worked with before.” Two weeks later, respondents further evaluated supervisors’ abusive or tough-love behaviors, reacting to language such as “I think my boss abuses team members” and “I would describe my boss as stern but caring.” Another two weeks after that, participants answered questions about their career expectations and hostility toward superiors.

While the workers polled projected their supervisors’ perceived success onto their own career ambitions, there’s no evidence those things are actually linked, Lount stresses.

“Just because sometimes people look at [abusive bosses] as tough-love bosses doesn’t suggest that being an abuser is going to be good or beneficial,” Lount says. “There are all sorts of other leader behaviors that are far more developmental and far more valuable than working under an abusive boss, which has been found time and time again to have really negative psychological consequences for employees.”

Such impudent workplace behavior spells trouble for employers, according to Donald Sull, DBA, a professor of the practice at the MIT Sloan School of Management. He also directs the MIT Sloan Management Review’s Culture 500, a database created in partnership with Glassdoor that ranks corporations on cultural values including integrity and respect.

“People often think that high performance is an excuse for abusive behavior—they confuse disrespectful and bullying behavior for maintaining high standards,” Sull tells Fortune via email. “But it’s possible to set the bar for performance high without berating or bullying people. And to the extent these toxic managerial behaviors drive high performers out of the organization, the abusive behavior undermines performance.”

Sull adds, “The sharpest test of whether a corporate culture truly respects employees is how senior leaders deal with managers who hit their numbers but abuse their teams.”

Researchers at the Ohio State University Fisher College of Business found that employees tended to think a high-performing boss could boost their own career—abusive behavior notwithstanding. — In a new study, researchers at the Ohio State University Fisher College of Business found that employees tended to think a high-performing boss could boost their own career—reproachful behavior notwithstanding.

It’s not you, it’s your boss—especially if they’re a psychopath

A leader’s top priority should be understanding and developing the people they manage—that’s what Bill Becker, PhD, a professor of management at the Virginia Tech Pamplin College of Business, teaches his MBA students. Yet not enough people in charge are equipped with the emotional and psychological skills to be in high-pressure positions and shepherd subordinates, he tells Fortune.

“Most bosses don’t come to work and say, ‘How can I be the biggest jerk today?’” Becker says, noting that when overwhelm is the probable cause of your supervisor’s unpleasant behavior, there’s opportunity for both of you to grow. “If you can be the bigger person and manage it and actually make things better, they’ll recognize that oftentimes [and] you’ll stand out.”

Anyone can succeed under a great boss, Becker says, but if you can find a way to flourish under a challenging one, you’ll be ahead of the curve. Even so, a fine line separates a thorny supervisor from a psychologically dangerous one.

“If you have a difficult boss, it’s more about them and it’s not about you,” Becker says. “Don’t see their behavior as a reflection of you and your worth and your value.”

It’s also well within the realm of possibility that your abusive boss could be a psychopath. No, that doesn’t mean they’re a serial killer; psychopathy is a common spectrum disorder that, in its most severe form, manifests in 1 in 100 people, according to the nonprofit PsychopathyIs. Adult psychopathic behaviors include frequent bragging, skilful lying, superficial charm, and trouble maintaining relationships.

In a 2021 Fortune commentary, Simon Croom, PhD, a professor of supply chain management at the University of San Diego Knauss School of Business, discussed the prevalence of corporate psychopathy: “My colleagues and I found in our research that 12% of corporate senior leadership displays a range of psychopathic traits, which means psychopathy is up to 12 times more common among senior management than among the general population.”

Unrecognized psychopathy in senior management, Croom wrote, could have disastrous financial and ethical consequences for businesses, employees, and customers—not to mention society at large.

“It’s just their modus operandi to manipulate people and abuse people, and do whatever it takes to gain power over them or get them to do what they think needs to be done,” Becker tells Fortune. If that sounds like your boss, “there’s just no changing a psychopath, there’s no managing a psychopath. All you can do is insulate yourself as best as possible, and that might be the time when you really want to look to at least move out from underneath that leadership.”

How do I recognize workplace abuse?

Abuse takes many forms and can morph across employment environments. It’s also subjective.

“People bandy about terms like ‘toxic’ and ‘abusive’ to cover a lot of behavior that they don’t like,” Sull says. “What one person might view as abusive, another might see as candid.”

Sull’s own research, based on more than a million Glassdoor reviews, suggests egregious behavior such as outright harassment is rare. Nevertheless, a supervisor’s abuse doesn’t have to be overt to evoke negative reactions in employees, he says.

“Managers who are disrespectful, noninclusive, or undermine others qualify as toxic even if they don’t exhibit the extremes of abusive behavior,” Sull says.

The antibullying advocacy group End Workplace Abuse breaks up such mistreatment into verbal abuse, sabotage, and mobbing. The following are just a few of the organization’s examples of each:

Verbal abuse
- Blaming or guilt
- Discounting and minimizing
- Excessively harsh criticism or reprimands
- Jumping to conclusions about what you think
- Unwillingness to engage in a dialogue
Sabotage
- Blocking requests for training, leave, or promotion
- Exclusion from meetings, social events, and conversations you should be involved with
- Micromanaging
- Vague unsatisfactory work performance reviews or accusations without factual backup
Mobbing
- An escalation of bullying that happens when you report abusive behavior, only to discover higher-ups are prioritizing avoiding liability over your well-being
- Your employer doesn’t remove the bully or change your work environment

“If you have a difficult boss, it’s more about them and it’s not about you,” Bill Becker, PhD, a professor of management at the Virginia Tech Pamplin College of Business, tells Fortune. “Don’t see their behavior as a reflection of you and your worth and your value.”

What can I do if I have a toxic boss?

If you have the means to do so, leaving your job is the best way to free yourself from an abusive supervisor, according to Ben Tepper, PhD, coauthor of the study and professor of management and human resources at Ohio State. If you can’t, notify HR as soon as possible so they can begin to ameliorate the situation on their end while you get to work on coping strategies, he tells Fortune. This includes documenting negative interactions with your boss. In addition, behave like a formidable opponent, so to speak.

“People who engage in abusive boss behavior, they pick their targets very strategically. They don’t do it to everybody,” Tepper says. “They go after people who come across as weak and vulnerable, and so it’s in the interest of the individual who has been targeted to present themselves as a bad target. And you do that by being good at your job, by being confident, by activating your social network—surrounding yourself with other individuals who are competent and capable.”

Tepper also recommends reading a pair of books by Robert Sutton, PhD, a professor emeritus of management science and engineering at Stanford University: The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t and its successor, The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt.

Becker advises journaling about abusive incidents with your boss and returning to your entries with a fresh perspective. Once the heat of the moment has passed, you’ll be able to more objectively assess whether you and your supervisor have butted heads here and there or recognize a clear pattern of toxic behavior.

When in doubt, “I’m a big fan of therapy,” Becker says.

A version of this story originally published on Fortune.com on July 12, 2024.

About 1 in 8 senior leaders have psychopathic traits. Here’s how to spot an abusive boss