From Childhood Shadows to Workplace Struggles: How Early Emotional Abuse Shapes Power and Conflict in Professional Life

Friday, February 7, 2025.

Workplaces are not just sites of productivity; they are social environments where past experiences, particularly childhood trauma, can shape interpersonal dynamics.

A recent study by Liu, Xu, and Yao (2024) published in Personality and Individual Differences explores how childhood emotional abuse influences workplace interactions, particularly among employees driven by a strong desire for power.

Their findings suggest that unresolved emotional wounds from childhood may spill over into professional relationships, contributing to workplace conflict and social exclusion.

The Cultural Context of Workplace Conflict and Ostracism

Across cultures, workplace dynamics vary greatly.

In collectivist societies like China, where this study was conducted, harmony and group cohesion are highly valued (Hofstede, 1980).

Social exclusion, or workplace ostracism, can be particularly damaging in these settings because belongingness is deeply tied to identity and professional success.

In contrast, in more individualistic cultures such as the United States, workplace competition is often normalized, and power-seeking behaviors may not necessarily lead to ostracism (Triandis, 1995).

These cultural differences provide important context when considering the impact of childhood emotional abuse on workplace behavior.

What the Study Found: Emotional Abuse, Power-Seeking, and Workplace Conflict

The study surveyed 350 employees in a Chinese information technology company, asking them to recall experiences of emotional abuse in childhood and assessing their workplace interactions. Key findings include:

• Employees who were highly focused on power were more likely to be involved in interpersonal conflicts.

• Those engaged in frequent conflicts were also more likely to feel ostracized by colleagues.

• Interestingly, while childhood emotional abuse was not directly linked to workplace issues, it became a significant factor when combined with a strong desire for power.

These results align with social learning theory (Bandura, 1977), which suggests that we humans develop behavioral patterns based on early experiences.

Employees who faced emotional abuse in childhood may have learned to navigate relationships through control and conflict, patterns that become evident when seeking authority in the workplace.

The Psychological Toll of Workplace Ostracism

Workplace ostracism—being ignored, excluded, or marginalized—has profound psychological consequences.

Research indicates that social rejection activates the same neural pathways as physical pain (Eisenberger, Lieberman, & Williams, 2003).

For folks with a history of childhood abuse, being ostracized at work can retraumatize them, reinforcing deep-seated fears of rejection and inadequacy.

Moreover, employees who aggressively seek power may inadvertently alienate their colleagues, increasing their likelihood of being excluded. This can create a cycle where power-seeking behaviors intended to establish control instead lead to deeper social isolation.

A Global Perspective on Workplace Dynamics and Childhood Trauma

Cultural norms play a significant role in determining how workplace conflict unfolds. For instance:

• In East Asian cultures, indirect confrontation is preferred, and overt workplace conflicts are often discouraged (Ng & Feldman, 2012). Employees who engage in visible power struggles may face greater ostracism as a means of group regulation.

• In Western cultures, ambition and assertiveness are frequently rewarded, potentially buffering power-seeking individuals from social exclusion (Markus & Kitayama, 1991). However, excessive dominance can still lead to workplace conflicts and strained relationships.

• In Scandinavian workplaces, egalitarianism is emphasized, and hierarchical power struggles are often met with resistance (Gelfand et al., 2011). Employees who exhibit authoritarian tendencies may find themselves socially sidelined.

Practical Takeaways: Healing and Awareness in Professional Life

For employees who have experienced childhood emotional abuse, self-awareness is key.

Recognizing how past trauma influences present behaviors can help mitigate workplace conflict and improve professional relationships. Here are a few practical strategies:

• Emotional Intelligence Training: Developing self-awareness and emotional regulation skills can help employees manage power-seeking tendencies without triggering conflict (Goleman, 1995).

• Therapeutic Support: Trauma-informed therapy can help folks unpack early emotional wounds and develop healthier relational patterns (van der Kolk, 2014).

• Organizational Interventions: Workplaces that foster inclusive cultures and provide conflict-resolution training can reduce the negative impacts of power struggles (Dutton & Ragins, 2007).

• Cultural Sensitivity Training: Encouraging employees to understand cultural differences in workplace dynamics can foster mutual respect and reduce misunderstandings.

Final Thoughts: The Path Forward

Understanding the long-term effects of childhood emotional abuse is crucial for creating healthier workplaces.

While the desire for power is not inherently negative, unchecked ambition rooted in trauma can lead to interpersonal struggles.

In other words, just because someone is personality disordered doesn’t mean the struggle can’t be externalized to some degree. Talent sometimes comes with a variety of unappealing side issues.

Self-awareness and cultural sensitivity can be elusive, but if employees and organizations alike can break cycles of conflict and create more inclusive, supportive work environments, they will thrive.

Be Well, Stay Kind, and Godspeed.

REFERENCES:

Bandura, A. (1977). Social learning theory. Prentice-Hall.

Dutton, J. E., & Ragins, B. R. (2007). Exploring positive relationships at work: Building a theoretical and research foundation. Psychology Press.

Eisenberger, N. I., Lieberman, M. D., & Williams, K. D. (2003). Does rejection hurt? An FMRI study of social exclusion. Science, 302(5643), 290-292.

Gelfand, M. J., Erez, M., & Aycan, Z. (2011). Cross-cultural organizational behavior. Annual Review of Psychology, 62, 479-514.

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.

Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications.

Liu, B., Xu, M., & Yao, J. (2024). Suffered from deep-seated childhood shadows: Linking childhood emotional abuse to interpersonal conflict at work and workplace ostracism. Personality and Individual Differences.

Markus, H. R., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 98(2), 224-253.

Ng, T. W., & Feldman, D. C. (2012). A comparison of self-ratings and non-self-report measures of employee job performance. Human Resource Management Review, 22(2), 95-106.

Triandis, H. C. (1995). Individualism and collectivism. Westview Press.

van der Kolk, B. (2014). The body keeps the score: Brain, mind, and body in the healing of trauma. Viking.