"Bullying" at work can be defined as "repeated actions and practices that are directed at one or more workers, which may be done deliberately or unconsciously, but are unwanted by the victim, and manifestly cause humiliation, offense, and distress, and that may interfere with job performance and/or cause an unpleasant working environment" (Einarsen and Raknes, 1997). A feature of bullying is the imbalance of power between the perpetrator and the victim. In the work environment, this usually means that the perpetrator is a supervisor or a group of employees who have targeted a single employee who is not a member of a social group in the workplace. The chapter discusses the typical characteristics of a bully and his/her victims. This is followed by a discussion of the features of the organization that either foster bullying or provide little deterrence against it. The chapter recommends that organizational leaders identify and analyze risk factors for bullying in the working environment, perhaps through a risk assessment. This involves defining the problem and its prevalence, identifying the organizational factors that contribute to bullying behavior, and then developing appropriate prevention and remedial measures. Research findings suggest that the most effective interventions for preventing bullying are to improve leadership quality and organizational climate, as well as improve the working conditions linked to stress and interpersonal conflicts among employees. In addition, mechanisms of intervention must support bullying victims and resolve conflicts through informal mediation, the constructive management of complaints, and sanctions for perpetrators when necessary. 57 references