M-fro Inc. (Headquarters: Shibuya-ku, Tokyo, Representative: Hironori Kitawaki) conducted an "Awareness Survey on Reverse Power Harassment by Subordinates" targeting 481 people who have subordinates or juniors in their workplace, and ranked the data.

"Reverse power harassment" refers to harassment committed by subordinates or juniors, who are supposed to be in a weaker position, against their superiors or seniors, who are supposed to be in a stronger position. Specific examples include "subordinates showing displeasure to their superiors" and "claiming that legitimate guidance is harassment."

While some superiors and seniors struggle with how to provide guidance due to increased awareness of power harassment prevention, there are also many superiors and seniors who feel "harassment from subordinates/juniors."

Craudia Recruitment Video Production Agency Service (https://craudia-saiyo-movie.com/), operated by M-fro Inc., conducted a survey on "reverse power harassment by subordinates" among 481 people who have subordinates or juniors in their workplace. The results were compiled in a ranking format.

Dr. Momoko Kobayashi, Associate Professor at the Recurrent Education Department of the Center for Well-being Creation at Saga University, provided comments on the survey results.

[Regarding the use and reproduction of data]

When using the survey results and images from this release, please include a link to the official website URL of "Craudia Recruitment Video Production Agency Service" (https://craudia-saiyo-movie.com/) as the source.

[Survey Overview]

Target Audience: People with subordinates or juniors in their workplace

Survey Period: May 20, 2026 - June 3, 2026

Survey Organization: In-house survey

Survey Method: Voluntary response via internet

Valid Responses: 481 people (304 women / 177 men)

Responder Age Groups: 20s 18.3% / 30s 38.5% / 40s 27.0% / 50s and over 16.2%

[Survey Results Summary]

- 55.1% of superiors have experienced reverse power harassment from subordinates.

- The No. 1 type of reverse power harassment from subordinates that causes stress to superiors is "Expressing emotions openly."

- 68.4% of superiors hesitate to provide guidance to subordinates due to fear of reverse power harassment.

55.1% of superiors have experienced reverse power harassment from subordinates.

When asked 481 people with subordinates or juniors in their workplace if they had experienced "reverse power harassment from subordinates/juniors," 55.1% responded "frequently" (7.7%) or "occasionally" (47.4%).

This indicates that over half of respondents have experienced "reverse power harassment."

While "power harassment from superiors to subordinates" is often discussed, reverse power harassment from subordinates to superiors also occurs frequently.

The No. 1 type of reverse power harassment from subordinates that causes the most stress to superiors is "Expressing emotions openly."

The No. 1 type of reverse power harassment from subordinates/juniors that causes the most stress is "Expressing emotions openly" (21.5%). "Being told it's harassment" followed closely in second place (21.1%).

Emotional behaviors such as "expressing emotions openly" and "getting angry when corrected" ranked high. Additionally, "being told it's harassment" was cited by many, indicating that the need to communicate with extreme caution about one's own words and actions is also a source of stress.

Furthermore, stress was also reported regarding issues that directly affect work, such as "refusing work" and "not following instructions," which make cooperation and role division within the organization difficult to function. It is clear that reverse power harassment is a source of stress, both emotionally and in terms of work.

<1st Place: Expressing emotions openly>

- When asked to do an unpleasant task, the junior sighs (20s, Female)

- Taking advantage of my caution to avoid being accused of power harassment, they openly show displeasure and facial expressions (30s, Female)

- After confirming unclear points in submitted documents, they began to perform necessary work with obvious displeasure (40s, Male)

Specific actions mentioned include sighs and displays of displeasure. This is often referred to as "fukihara" (displeasure harassment).

While not direct verbal abuse or refusal of work, subordinates and juniors are conveying messages of "dislike" or "disagreement." When they become displeased even during necessary work interactions, superiors and seniors, being human, naturally become concerned.

<2nd Place: Being told it's harassment>

- When I provide legitimate guidance on work or point out mistakes, they immediately and excessively claim, "That's power harassment." I feel strong stress from their attitude of trying to escape responsibility or criticism by using the word "harassment" as a shield (20s, Female)

- After pointing out a small mistake, they become excessively dejected or exaggerate to other employees, saying "I was subjected to power harassment" (30s, Female)

- When I pointed out a mistake, they didn't understand my intention and replied casually, "Isn't that power harassment?" I felt strong stress because it felt like an attack when I was trying to provide guidance for improvement. It hinders discussion and makes me overly cautious (50s and over, Male)

Some people felt stressed when their subordinates or juniors pointed out, "Isn't that harassment?" or "You're being intimidating" when they were trying to provide guidance or correction.

Especially when the guidance was necessary or when they felt their communication was not problematic, they wondered, "Then what should I do?" This is considered a significant source of stress. When指摘 of mistakes or advice for work improvement are perceived as power harassment, it creates anxiety about "not being able to talk" due to fear.

It is also presumed that there is concern about the situation where those in a supervisory position are excessively intimidated.

<3rd Place: Getting angry when corrected>

- When I point out mistakes or give corrections, they get angry and abandon their work (20s, Female)

- When I give corrections or guidance, they react excessively strongly or misunderstand my intentions. As a result, I become overly cautious about my wording and timing, and I feel stress because it becomes difficult to convey what I truly need to say (40s, Female)

- When I try to point out mistakes or give guidance, a junior gets angry and refutes with logically inconsistent arguments (50s and over, Male)

Some subordinates and juniors display intense emotions like anger, rather than just sighs.

When met with anger in response to corrections or guidance, it is naturally frightening, even if the other party is a subordinate or junior. If superiors/seniors also become emotional, it can lead to conflict in the workplace, and suppressing oneself and becoming timid is also problematic.

Pointing out mistakes and discussing improvements are necessary for work, but when met with strong resistance or emotional counterarguments, constructive discussion becomes difficult.

If the response is "I'm too scared to say anything," mistakes may not decrease or may continue, leading to decreased work efficiency for the entire workplace.

<4th Place: Not following instructions>

- Even when I pointed out a clear violation of rules, they said, "It's different from my values." My dignity as a superior was hurt when my instructions were refused without a valid reason (30s, Male)

- They always retort to any instruction (50s and over, Male)

- When I point out mistakes, they make excuses, and in the end, they get angry and stop working according to instructions. Ultimately, I end up doing it myself, which causes stress (50s and over, Female)

Actions of not following instructions from superiors or seniors affect workplace order and work execution.

Of course, it is important for subordinates to express their opinions or concerns when they have questions. However, when instructions are ignored or refused without a valid reason, or when they retort to everything, work becomes stagnant.

In some cases, superiors or seniors have had to follow up because subordinates or juniors did not follow instructions.

<5th Place: Refusing work>

- When asked, "Could you handle this?" regarding tasks they dislike (e.g., phone calls), they refuse (30s, Female)

- When I try to assign work, they say, "That's a senior's job, isn't it?" I've had trouble when they say the same thing even for simple tasks that could be done by someone with free time (40s, Male)

- When asked to take over tasks that really need to be handed over, they say, "It seems difficult," and don't try to learn. They completely refuse, saying, "Please find someone to take over that job" (50s and over, Female)

Some people felt that subordinates or juniors refusing work due to reasons like "I don't want to" or "I'm not good at it" constituted reverse power harassment.

By not performing assigned tasks or tasks that should be done by everyone, the division of roles breaks down. Furthermore, even for tasks that should normally be handled by someone else, mutual assistance is necessary when someone is absent or busy.

It is presumed that this is easily perceived as reverse power harassment because it appears to be a refusal of cooperation and an evasion of responsibilities that should be borne as a member of an organization.

68.4% of superiors hesitate to provide guidance to subordinates due to fear of reverse power harassment.

Those who hesitate to provide guidance to subordinates due to fear of reverse power harassment numbered 68.4%, combining "frequently" (17.3%) and "occasionally" (51.1%).

It appears that many people in the workplace communicate while strongly considering "how to convey it" and "how the other person will perceive it."

Comparing this with the answers to the question "Have you experienced reverse power harassment from subordinates?", it was found that even those who have not experienced reverse power harassment from subordinates hesitate to provide guidance to them.

Even if they have not actually experienced reverse power harassment, they feel "anxiety that guidance will be misunderstood as harassment" and "anxiety about experiencing reverse power harassment as a result of guidance."

Conclusion

Over half of respondents had experienced reverse power harassment from subordinates or juniors. Furthermore, approximately 70% responded that they have hesitated to provide guidance due to fear of reverse power harassment.

The survey results suggest that superiors and seniors are communicating cautiously while being considerate of their subordinates and juniors.

However, if excessive consideration leads to an inability to provide truly necessary guidance or corrections, it can lead to work stagnation or an excessive burden on certain individuals. It is necessary to build a workplace environment where opinions can be freely exchanged without making assumptions or becoming stubborn.

Comments from Momoko Kobayashi

This survey presents interesting results showing that those in supervisory positions are finding it difficult to interact with subordinates and juniors. On the other hand, caution is needed when interpreting all the mentioned behaviors as immediate power harassment, as the definition of "reverse power harassment" is left to the respondent's judgment.

Power harassment is defined not only from superior to subordinate but also as behavior based on a superior relationship in the workplace, including experience and skills. It is important to build a workplace culture where necessary work matters can be communicated sincerely, respecting the other party regardless of their position.

▽Expert Introduction

Momoko Kobayashi

Associate Professor, Recurrent Education Department, Center for Well-being Creation, Saga University (https://cws.saga-u.ac.jp/).

Ph.D. (Psychology), Certified Public Psychologist, Certified Clinical Psychologist. Specializes in organizational psychology and clinical psychology. Previously worked at Kirin Beverage Co., Ltd., Hizen Psychiatric Medical Center, and as a Special Researcher for the Japan Society for the Promotion of Science before assuming her current position. Engaged in psychological clinical practice in medical and industrial/labor fields, and conducts research on work engagement, power harassment prevention, and stress management. Recipient of the Japan Society of Industrial and Organizational Psychology Outstanding Paper Award, among others.

[Regarding the use and reproduction of data]

When using the survey results and images from this release, please include a link to the official website URL of "Craudia Recruitment Video Production Agency Service" (https://craudia-saiyo-movie.com/) as the source.

About Craudia

Craudia is a comprehensive cloud sourcing service operated by M-fro Inc.

As individual work styles and lifestyles diversify, it is offered as one of the services that supports each person's life, including freelance, side jobs, and multiple jobs.

Official URL https://www.craudia.com/

About M-fro Inc.

M-fro Inc. is a company whose core business is media operations, providing valuable services and disseminating attractive information to users.

Leveraging the data, know-how, and development achievements accumulated through its core media business, the company offers marketing consulting services that propose highly effective customer acquisition methods.

Official URL https://www.mfro.net/

Company Profile

Company Name: M-fro Inc.

Representative: Hironori Kitawaki, Representative Director

Location: 4F, A-PLACE Ebisu Higashi, 3-13-11 Higashi, Shibuya-ku, Tokyo 150-0011

Established: September 2004

Capital: 50,000,000 yen

URL: http://www.mfro.net/

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FACT BOX

  • Source: PR TIMES
  • Category: アンケートSurvey