INTRODUCTION
In the modern world, the industrial lifestyle has brought significant advancements for individuals, yet in many respects, it has also led to adverse effects such as high levels of stress and psychological pressure in their professional and personal lives. An individual’s job is expected to fulfill a substantial portion of their material, psychological, and social needs. However, factors such as poor management, inadequate planning, disregard for employees’ basic needs, and a lack of respect can lead to emotional and psychological distress. This, in turn, can give rise to a phenomenon known as emotional blackmail in the workplace. Emotional blackmail is a form of severe psychological manipulation where managers use direct or indirect threats to punish employees if their demands are not met. It is a destructive behavioral pattern that tends to emerge in work environments characterized by strong emotional ties. This behavior typically follows a recurring pattern: a manager makes a demand, and if met with resistance, exerts intense emotional pressure on the employee through threats or by inducing guilt. Victims caught in this cycle often yield to the demands temporarily to alleviate the tension. However, this gradually leads to feelings of weakness, hopelessness, and an erosion of their ability to set personal boundaries.
METHODOLOGY
The present study is an exploratory research in terms of its purpose and in terms of data collection. This research is also a mixed qualitative and quantitative research based on the inductive deductive philosophy. The statistical population of the research is experts consisting of university professors in the field of human resource management, organizational behavior, and managers of government organizations in Lorestan province, who were selected using purposive sampling and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is an interview, the validity and reliability of which was confirmed using content validity and theoretical validity and the method of intra-coder and extra-coder reliability. Also, the data collection tool in the quantitative part is a questionnaire, the validity and reliability of which was confirmed using content validity and test-retest reliability. The qualitative data were analyzed using content analysis and MaxQD software, and the quantitative data were analyzed using fuzzy cognitive mapping.
RESULTS & DISCUSSION
Emotional blackmail is one of the most complex and destructive forms of workplace abuse, often hidden beneath the layers of seemingly normal relationships. In emotional blackmail, an individual, such as a manager or coworker, uses emotional arousal to manipulate employees into doing things they are unwilling to do themselves, using fears and emotional vulnerabilities to manipulate employees. In fact, this tactic involves creating feelings of guilt and implicit threats such as losing their jobs or career advancement opportunities to exploit employees. This phenomenon in government organizations over time causes burnout, reduced self-confidence, and gradual deterioration of employees' mental health. Because they are constantly in a cycle of anxiety and trying to please the person who is the emotional blackmailer. Therefore, the present study was conducted with the aim of modeling a fuzzy cognitive map of the causes and consequences of emotional blackmail in government organizations in Lorestan province. The results of the study indicate that among the causes of emotional blackmail, the most important causes are the effects of blameworthy behaviors on the part of the manager, the existence of silent self-interested expectations, managers being involved in the phenomenon of deceit at work, organizational bullying, and the manager having a Machiavellian personality type. Also, among the consequences of the emotional blackmail phenomenon, the most important consequences are the occurrence of emotional resignation in employees, the emergence of a state of distrust and a toxic organizational atmosphere, the decline in job satisfaction, the spread of pessimism in the organization, and the employees' job and emotional burnout.
CONCLUSIONS & SUGGESTIONS
Given that the research findings indicate the phenomenon of emotional blackmail has structural roots—such as non-transparent processes and weak oversight systems—in addition to its interpersonal dimension, the following clear and practical managerial implications are proposed. These are intended for managers in the public organizations of Lorestan province and are generalizable to other public and governmental organizations nationwide:
 Clarifying Expectations and Roles: The research findings indicate that unspoken and self-serving expectations are a primary cause of emotional blackmail. Since emotional abuse and tacit expectations thrive in an environment of ambiguous roles and work boundaries, it is recommended that managers in public organizations immediately review and disseminate detailed job descriptions for all positions, complete with clear performance indicators, and provide practical solutions to eliminate any ambiguity in work expectations. Furthermore, the organization’s Code of Ethics should explicitly prohibit any personal exploitation of managerial positions, and the Ethics Committee should be tasked with monitoring and invalidating directives issued outside of the legal framework under the guise of informal relationships.
 Preventing Destructive Behaviors: The findings also show that the emergence of vandalistic and destructive behaviors is another consequence of emotional blackmail in public organizations. When the voices of victimized employees are not heard, this pressure can manifest as the destruction of property or sabotage of organizational processes. Therefore, to prevent this outcome, it is essential for managers to establish a formal and secure grievance system (going beyond traditional suggestion boxes) and to conduct quarterly job satisfaction surveys. This data can serve as a management dashboard, helping senior leaders identify hotspots of crisis and silent discontent before they escalate into destructive organizational behaviors.
 Combating Emotional Resignation: The research indicates that emotional blackmail leads to emotional resignation among employees (i.e., physical presence without psychological commitment). To counter this, it is proposed that managers shift their approach from purely supervisory to supportive. This requires establishing a confidential organizational psychological counseling unit or system to support employees under pressure. Additionally, emotional intelligence (EQ) and communication skills should be included as primary prerequisites in the evaluation and appointment of mid-level managers and supervisors to institutionalize a supportive approach within the management layers.
 Addressing Organizational Cynicism: The findings show that the proliferation of organizational cynicism is another outcome of emotional blackmail. To counter the deep-seated cynicism resulting from this behavior, senior managers in public organizations must create secure and impartial reporting channels to build employee trust. To this end, implementing a fully confidential whistleblowing or reporting system, directly overseen by the highest executive authority (e.g., the CEO or an inspection board), is essential so that employees can report unhealthy behaviors without fear of retaliation. Moreover, using external industrial psychologists and auditors for periodic “communication health audits” will help eliminate reliance on biased internal reports.
 Restoring Employee Value and Dignity: The present study reveals that inducing feelings of worthlessness and futility in employees is another consequence of emotional blackmail, stemming from the use of non-transparent and subjective appraisal systems. Therefore, it is recommended that senior managers completely redesign the performance appraisal process. This entails replacing traditional forms with a system based on objective, measurable, and transparent Key Performance Indicators (KPIs) and behavioral indicators. Furthermore, mid-level managers must be required to provide documented and constructive feedback in regular (e.g., monthly) meetings, where they not only evaluate performance but also actively listen to employee concerns. This two-way approach is a vital step in countering managerial neglect and restoring employees’ professional dignity.
 Eradicating Organizational Bullying: According to the research findings, organizational bullying is a primary root cause of emotional blackmail. Verbal warnings are insufficient to correct such behaviors, requiring a systematic and structural intervention from senior management. It is therefore proposed that managers and employees in public organizations be required to sign a commitment charter on professional and ethical boundaries. To ensure its enforcement, establishing an independent Organizational Ethics Committee including elected employee representatives to guarantee impartiality is crucial. This committee will be responsible for continuously monitoring policies and decisively addressing instances of administrative bullying through transparent disciplinary processes. In parallel, all managers and staff should be required to attend periodic training workshops focused on effective communication and conflict management techniques to fundamentally shift the organizational culture towards mutual respect and professionalism.