“Am I Losing My Mind?” : The Effects of Gaslighting on Mental Health at Work

This article aims to understand a manipulative process, known as gaslighting, within the superior-subordinate relationship through an in-depth empirical analysis. By drawing upon cognitive dissonance theory, it aims to enhance our understanding of this phenomenon and to contribute to the discussion on invisible forms of violence in the workplace. An exploratory qualitative study was conducted using narrative interviews with employees. This research offers a processual understanding of gaslighting, illustrating how the phenomenon unfolds through the emergence, readjustment, reduction or subsequent increase of the cognitive dissonance. It clarifies how managers, acting as gaslighters, can manipulate employee's professional reality, leading to cognitive "overload". By analysing the entire process, we identify a fourth stage, that highlights the employee's ability to break free from the gaslighter's control. This study extends Cognitive Dissonance Theory to organisational management by demonstrating how hierarchical dependence and emotional bond may allow dissonance. Managerial implications are suggested to help HR professionals, managers and employees better understand this phenomenon and prevent abuses.