Sexual Harassment at work
- Olav Bouman
- Jun 16
- 12 min read
Sexual harassment at work: psychology, neuroscience and social responsibility
Unfortunately, sexual harassment in the workplace is still widespread – and it causes considerable damage to those affected as well as to the working atmosphere .
Studies show that approximately one-third of all working women experience sexual harassment at work at some point. In the US, 38% of women and 14% of men reported experiencing sexual harassment in the workplace. However, the extent of this is often underestimated:
According to an EU survey, three out of four women mistakenly believe that sexual harassment is a minor problem in the workplace. However, those affected are more likely to suffer from stress, anxiety disorders, depression, or sleep problems, and some develop post-traumatic stress symptoms. Even physical complaints such as headaches or stomachaches can occur as a result of the ongoing psychological trauma.
This “invisible crisis” not only costs health, but also affects careers and the entire working environment.
But why does sexual harassment occur so frequently in the workplace? Where is the line between flirting and harassment, and why do men, in particular, seem to repeatedly cross this line?
In this blog post, we take a look at current research findings – including neuroscience – to better understand the causes, mechanisms, and effects of sexual harassment in the workplace. We also discuss clear rules and prevention: What helps avoid misunderstandings and foster a culture of respect in the office?
When flirting becomes harassment: misunderstandings and old instincts
Many people spend a large portion of their time at work. It's therefore not surprising that this is where interpersonal connections and even relationships develop—the saying "there's a lid for every pot" is well known —and couples also find themselves in the workplace.
However, it is precisely this confluence of work and attraction that harbors the potential for conflict and often leads to misunderstandings. What was intended as a harmless compliment or flirtation can be perceived by the other person as intrusive or unwanted. But why do men seem to misinterpret these signals so often?
One important factor is a well-researched perceptual bias known as the sexual overperception bias. Numerous studies show that men tend to overestimate women's sexual interest—while women, conversely, often underestimate men's interest. In other words, some men mistakenly interpret friendly collegiality as flirtatious signals, "thinking the woman is flirting, even when she isn't . "
From an evolutionary psychological perspective, it has long been suspected that this could be an inherited pattern: For male prehistoric humans, it would have been more costly to overlook a mating opportunity than to risk rejection, which is why a tendency to “try once too often” developed . This hypothesis of courtship behavior shaped in prehistoric times fits with the observation that some male flirting strategies do indeed seem primitive – almost like a relic from ancient times.
This cannot be dismissed, but recent research puts the purely evolutionary biological explanation into perspective. A recent study found that the overinterpretation of female signals can be explained entirely by individual differences . Men who are more willing to engage in casual sexual contact (high sociosexual orientation ) and those who rate themselves as very attractive are particularly prone to projecting interest – they believe the woman is interested because they themselves are interested. These results suggest that not all men are “wrongly programmed” per se, but that personality and motivation play a major role. Nevertheless, the fact remains that, on average, men sexualise harmless interactions more often than women and are therefore more likely to cross the line into the undesirable .
This is where another aspect comes into play: cultural role models and a lack of reflection. In previously common gender roles, it was often expected that men take the active part in courting – sometimes aggressively or pushily. Some may never have learned to read more subtle signals or have outdated ideas about what constitutes a compliment. If a man is unwilling to reflect on his behavior and believes that aggressive courtship is somehow acceptable, flirting can quickly turn into harassment. In truth, however, such behavior is a major no-go in any context, whether private or professional – it demonstrates a lack of empathy and often also a lack of respect for the other person's boundaries.
The brain between courtship and aggression – neuroscientific findings
Interestingly, science is only gradually beginning to understand the neurological background of sexual misconduct. A surprising finding from animal experiments and brain research: The same brain areas that are active during normal sexual attraction can—when activated differently—trigger aggressive behavior.
Researchers have identified a network in the brain known as the "aggression center ," with the amygdala as a key structure. This evolutionarily ancient network exists in many species and responds to both mating stimuli and threats. Using modern methods such as optogenetics, experiments with fruit flies and mice have shown that mild activation of these nerve cells triggers courtship behavior, while stronger activation leads to aggression. In other words, seduction and violence are closely linked in the brain. Depending on the stimulus and intensity, the same system can produce loving courtship—or aggressive sexual assault.
This close connection may explain, from an evolutionary perspective, why sexuality can sometimes have a violent component. But it's no excuse—because the brain also has control mechanisms. Not every stimulus has to be translated into action. In the same brain region, there are essentially two switches: one for harmonious sexuality and one for sexual aggression.
In socially competent, empathetic people, the cerebral cortex (especially the prefrontal cortex) normally ensures that aggressive impulses are inhibited and civilized behavior takes precedence over archaic urges. Neuroscientifically, one could say: Even if some approach patterns originate "from prehistoric times," the human brain has evolved and enables us to control impulses and be considerate.
Nevertheless, there are biological differences that explain why men predominantly commit sexual assaults. For example, around 96% of those convicted of sexual violence are male. While there is no such thing as a "criminal gene ," sex hormones influence brain development in a gender-specific manner. For example, animal experiments with rats have shown that testosterone reduces certain neurons in the amygdala in male pups—making the aggression center more efficient and resulting in more aggressive behavior.
If this effect is blocked, the males are less aggressive; however, if females are injected with testosterone, they show similar neuronal changes and more “explosive” behavior.
Testosterone therefore increases the brain's general tendency toward aggression. This doesn't mean, of course, that men inevitably become harassers—the vast majority of men don't commit sexual assault despite testosterone. But it does explain why men, on average, can have a higher baseline aggressiveness and sex drive, which is more likely to get out of hand in unfavorable cases (such as a lack of self-control or poor socialization).
In addition to hormones, numerous other factors play a role in the biology of sexual aggression: neurotransmitters, stress levels, even drug use can modulate the aggression center.
For example, severe chronic stress—for example, from one's own traumatic experiences—can lower inhibitions for violence. Exciting new research suggests that life experiences can also alter gene activity. Trauma, particularly childhood sexual abuse, can epigenetically activate certain "violence gene clusters ." It has been shown that a man who experienced assault as a boy has a higher risk of becoming a perpetrator later in life—a tragic cycle in which social and biological factors intertwine.
A lack of emotional security during development can also have an impact. The provocative question “Didn’t they all have mothers?” is appropriate here : Of course, most perpetrators have mothers – but it is possible that some lacked positive role models in their upbringing who conveyed respect and empathy. Neuroscientifically, we know that early neglect or violence can have a detrimental effect on brain development and, for example, reduce the capacity for empathy. A lack of loving care in childhood can weaken the neural circuits of emotion regulation, making impulse control more difficult later on. All this shows: biology is not destiny – but it does create a background against which individual behavior emerges. And against this background, societal norms, personal experiences and decisions can bring about either civilization or derailment .
Power, empathy and objectifying perspectives
A key contextual factor in sexual harassment at work is power asymmetry. Cases often occur in which a superior exploits their position over a subordinate – whether through subtle hints or outright assault. The higher the hierarchical position of the perpetrator, the more problematic (and career-damaging for the victim) the situation becomes. It's no wonder, then, that top managers, politicians, and celebrities are repeatedly at the center of harassment scandals.
This is where an alarming effect comes into play, which neuroscientists have recently described in more detail: power can reduce our ability to empathize.
Studies suggest that a sense of power weakens the brain's empathy network. People who feel powerful show less activity in mirror neurons—they literally have more difficulty empathizing with others.
In one experiment, researchers mentally placed participants in the role of powerful or powerless individuals . They then had them observe simple actions of another person while their brain activity was measured. The result: People in the powerful role showed significantly reduced activation of their mirror neuron system, which is normally responsible for empathy and "understanding" the actions of others.
As the scientists put it, those in power had “more trouble getting into another person’s head.” This phenomenon—sometimes referred to as “empathy anesthesia through power” —could explain why some bosses become blind to their employees’ boundaries. A superior who feels untouchable registers less fear or rejection in the faces of his subordinates. What he sees as a casual insult may deeply hurt the employee—but the warning signals fail to register in his brain. Power also has a disinhibiting effect: Those in high positions rarely have to fear negative consequences and, according to psychology, are therefore more likely to engage in risky or inappropriate behavior. Henry Kissinger cynically put it this way: “Power is the great aphrodisiac.” Unfortunately, this “aphrodisiac effect” of power is often accompanied by a lack of empathy.
A narcissistic personality often goes hand in hand with this. Studies show that sexual assaults are disproportionately often committed by people with pronounced narcissistic traits.
This overconfidence and lack of empathy leads them to deliberately ignore the boundaries of others. In neuroscience, these are sometimes referred to as "Dark Triad" traits (narcissism, Machiavellianism, psychopathy), which are associated with manipulative and exploitative behaviors. Experts report that serial sex offenders often have narcissistic personalities who manipulate others – usually women – to satisfy their need for dominance.
In the workplace, it doesn't even have to be the extreme "narcissistic pervert" ; an inflated ego and a lack of respect are enough for someone to think they can get away with anything. These perpetrators often don't see women as equal colleagues, but rather as objects. In fact, a study has shown that men with strong hostile-sexist attitudes in their brains exhibit clear signs of dehumanization when they see women.
Functional imaging has shown that extreme sexists perceive women more like objects – certain areas that are activated when we recognize a human counterpart remain underactive in them. Such a distorted view naturally encourages harassing behavior: Those who see their female colleague only as "something pretty" or a "means to an end" find it easy to override her wishes.
In light of all these findings, it's clear: truly self-confident men don't need such games. Someone with truly healthy self-esteem doesn't need to abuse power or sexual advances to prove themselves. On the contrary, insecure or narcissistic characters are more likely to resort to harassment – often to compensate for their own complexes or seek validation. Respect for others is a sign of strength, not weakness. And empathy – the ability to see female colleagues as equals – is ultimately a skill that every successful manager should possess. If it's lacking, it's only a matter of time before minor boundary violations escalate into major scandals.
Impact on victims: stress, trauma and long-term damage
For those affected by sexual harassment, the experience is often far more than just an "uncomfortable situation ." Depending on the severity, it can trigger severe traumatic reactions. Many victims, for example, report feeling paralyzed at the moment of the harassment—even though no physical violence was used.
Neuroscience knows this phenomenon as the tonic immobility or "freeze" response : In extreme fear, the body enters a state of shock in which escape or resistance no longer seems possible. This automatic reaction is known from an evolutionary perspective in prey animals (the "playing dead" reflex), but also occurs in humans. This explains why some women "can't get a word out" or refuse to move away, even when a boss touches them inappropriately—it's not consent, but a neurologically induced paralysis of fear.
In addition to the freeze, the classic fight-or-flight stress reactions are part of the picture: rapid heartbeat, adrenaline release, cortisol increase.
This neurobiological stress cocktail even influences memory formation. Victims of severe sexual assault often have fragmented memories—the event is stored in fragmented and vague ways because memory areas function differently under shock.
In the case of workplace harassment, the situation is usually not as acutely life-threatening as physical violence, but repeated attacks over a long period of time (constant lewd comments, unwanted touching, etc.) create chronic stress. Chronic social stress is one of the most detrimental factors to health: It can lead to high blood pressure, sleep disorders, anxiety, depression, and an increased risk of burnout.
No wonder that many victims eventually leave – one in seven women who experienced harassment changed jobs or gave up because of it
The woman's career is thwarted, while the perpetrator often goes unchallenged – a massive injustice problem that also affects equality in the workplace.
Recent research fields such as epigenetics suggest that traumatic work experiences can even leave biological traces down to the cellular level. According to one study, persistent microaggressions in a hostile work environment can cause lasting changes in gene activity .
For example, it has been observed that chronic stress shortens telomere length – telomeres are the end caps of chromosomes, whose shortening is associated with cellular aging and inflammatory processes. Theoretically, such stress traces could even be passed on to the next generation.
Even though this is still a young field of research, it shows that sexual harassment is not a minor offense, but has potentially profound consequences for the body and soul .
Added to this is the psychological component of degradation: Victims feel humiliated, ashamed, and often blame themselves. Social myths ("she should have said something," "it was probably just flirting") reinforce the feeling of isolation. Many women don't confide in anyone. Over 85% of people who experience harassment never file an official complaint, and around 70% don't even report it internally within their workplace – for fear of negative consequences or because they believe nothing will happen. As a result, perpetrators go unpunished and can often continue their activities for years.
But despite increased awareness, the hurdles for victims remain high. They are often accused of exaggerating or disbelieved – creating additional trauma. All of this underscores the importance of an active counterculture within companies that doesn't tolerate assaults in the first place and supports those affected.
Prevention and cultural change: What can be done to combat harassment in the office?
Given the causes and consequences of sexual harassment in the workplace, the question arises: What can we specifically do to prevent such attacks? Both individual codes of conduct and structural measures are needed to create a safe, respectful work environment. Here are some basic principles and tips derived from these findings:
Clear rule: "Never in the office!" – This old maxim really does hold true: Avoid any advances in the workplace. This applies even more to men in positions of power. Do n't flirt with female colleagues at work. Keep your professional and private lives strictly separate. If a mutual crush is developing, the initiative should come from the woman – or at least take place in a context outside of the direct work relationship. This restraint isn't a "loss" of fun, but simply a professional matter of course for respectful interaction.
A position of power entails obligations. The higher up the career ladder, the more cautious and impeccable one's behavior must be. Superiors bear a special responsibility, as even a casual joke from "top" can exert pressure on "bottom." Managers should consciously train themselves not to lose their empathy—for example, through regular feedback from employees or coaching. If you notice that you think you can get away with anything with your subordinates, that's a red alert. A true leader remains respectful, approachable, and professional in every situation.
Promote empathy, combat objectification. Companies should offer training that raises awareness of unconscious biases and perceptual distortions. Men can learn to better read subtle signals and adopt the perspective of their female colleagues. Workshops on emotional intelligence and anti-bias training (e.g., on sexism in the workplace) help break entrenched thought patterns. It's important to clarify: Jokes at the expense of women, suggestive remarks, or "trial balloons" are not cool, but hurtful. A no-tolerance policy for sexist remarks sends the message that objectification has no place here.
Reporting channels and support. Employers are legally obligated to ensure a harassment-free work environment. This includes trustworthy complaint channels and protection against retaliation. Employees must know who to turn to and be able to trust that complaints will be taken seriously.
A culture of respect and diversity. In the long term, sexual harassment can only be prevented if the company has a culture based on equality and respect. Psychosocial safety should be treated with the same importance as workplace safety – that is, zero tolerance for bullying, discrimination, and sexual assault. When all employees – men and women alike – are convinced that harassment is never acceptable, social pressure is placed on potential perpetrators. Colleagues are then more likely to intervene or seek support before things escalate.
In conclusion, sexual harassment in the workplace is a complex problem with roots in biology, psychology, and society. While old instincts and power structures may explain why it occurs repeatedly, they should not serve as an excuse.
Every human being possesses the capacity for empathy and self-control to tame primitive impulses. A "truly self-confident man" doesn't need macho airs in the office; he treats female colleagues as equals. And a modern workplace must not allow the career opportunities and health of women (or men) to be compromised by sexual assault.
Neuroscience teaches us that the brain is plastic—behavior can be changed, values can be learned. Sexual violence is by no means inevitable, but rather the product of certain circumstances.
This is precisely why there is hope: Through conscious countermeasures, education, and strict rules, the risk of harassment can be reduced to a minimum. It is up to all of us to demonstrate a sense of responsibility in our daily work: respect instead of disrespect, collegiality instead of cronyism , and, above all, civil courage when boundaries are crossed. This turns a "no" to no-go behavior into a resounding "yes" to a safe and fair working world for everyone.
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