Understanding the Phenomenon of Gaslighting in Organizational Context: A Descriptive Phenomenological Approach

Document Type : Research Article

Author

Department of Management, Institute for Humanities and Cultural studies, Tehran, Iran

Abstract

Purpose: The concept of gaslighting has recently entered the literature of management and organizations. It refers to deceptive tactics aimed at psychologically manipulating employees and exerting control over them by undermining their sanity and perception of reality. This study seeks to understand the phenomenon of gaslighting from the perspectives of those who have experienced it in organizational contexts. Method: This study employed a descriptive phenomenological method based on Colaizzi's framework to understand the gaslighting phenomenon. Interviews, voice recordings, and textual submissions from 14 participants were analyzed using this approach. Participant selection involved three screening questions, and preconceptions derived from the literature, experiences, and beliefs were consciously bracketed during the analysis. Findings: The experience of gaslighting was articulated through four themes encompassing fifteen clusters. The findings revealed that in the experience of gaslighting, organizational discourse is distorted, vulnerability is fostered, behavioral control and verbal suppression are applied in various ways, and individuals undergo either psychological reconstruction or collapse after the crisis. Conclusion: The experience of gaslighting can be understood as a dynamic phenomenon. Gaslighting infiltrates not only individual interactions but also the structural and cultural levels of organizations. The establishment of systems of genuine transparency, the raising of awareness among managers and employees about identifying and preventing gaslighting, the creation of support mechanisms, and the implementation of impartial oversight systems are effective measures for recognizing and addressing this phenomenon.

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References

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Organizational Culture Management
Volume 23, Issue 4
January 2026
Pages 373-388

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