The media sandstorm being whipped up about Brown's bullying behaviour comes as something of a surprise to me. Rumours of his temper and aggressive management of staff have been circulating for years. But it is not the accusation that he has been bullying staff that worries me most; instead I think the responses to the allegations are far more of a concern.

Lord Mandelson, for example, said that he had experienced Brown's wrath, and that he took his medicine "like a man". That Mandelson claims this was the brave thing to do only undermines attempts to stop this type of behaviour in the workplace. How can it be braver to allow this behaviour to go on, rather than challenging it?

Gordon Brown's responses to these allegations are also concerning. When asked whether he has bullied anyone, the PM consistently responds: "No. I get angry sometimes, doesn't everybody? I get impatient." It's clear that he either does not understand, or does not care, about the impact of his angry or impatient behaviour, and how it can be a form of bullying.

But why do people bully in the workplace? Brown has defended his behaviour by claiming he is "driven to do the things". In reality, research has demonstrated that people who demonstrate bullying behaviour report a greater need for power and authority and are motivated by domination. Given Brown's position as PM, this would suggest that simply achieving power and authority does not stop the bullying; if anything, it is likely to encourage the bully to continue with the behaviours that have seen them promoted, or voted, into the successful position they are in.

Whilst I don't believe for one second that the culture of shouting and being angry in British politics is something that Brown is solely responsible for introducing (you only have to look at the way MPs jostle and jeer one another in the House of Commons), I do believe that we all have choices to make about how we conduct ourselves at work. Brown simply chooses to preserve this particular tradition of British politics, and perhaps hides his actions less well than most. Rather than simply focussing on Brown's behaviour, the question should be asked, how many Ministers, Junior Ministers, and senior civil servants have mirrored his bullying tactics to get what they want? And how far down the public sector food chain has this behaviour trickled? Perhaps it's not so surprising after all that there are twice as many claims of harassment and bullying in the public sector compared to the private sector.

Finally, a mention for Christine Pratt, the chief executive of the National Bullying Helpline: confidential is supposed to mean confidential. How can going to the press, even before raising concerns at a general level with the employer, ever be the right approach in this situation?

Do you have a harassment or bullying related question? Contact Nic at http://www.pearnkandola.com/ask-the-experts.html