Workplace bullying is typically defined as repeated, unreasonable behavior that demeans, intimidates, or undermines an employee who is unable to defend themselves effectively. Although its psychological and organizational consequences have been widely documented, the role of shame has often remained implicit. This article argues that shame is not a secondary outcome but a central mechanism through which bullying operates as a form of power. Drawing on empirical studies and theoretical work, shame is conceptualized as a self‑conscious, relational emotion that becomes especially destructive in hierarchical workplaces where visibility, evaluation, and dependence are structurally embedded. Building on research from organizational psychology, phenomenology, and trauma studies, the article further argues that shame functions not merely as an emotional consequence of workplace bullying but as a mechanism through which identity is destabilized, belonging is threatened, and organizational control is maintained. Bullying exploits shame to attack identity, threaten belonging, and enforce silence. At the same time, bullies frequently displace their own shame through domination and humiliation. Distinguishing shame from guilt, examining the dynamics of status, legitimacy, and visibility, and integrating findings on employee silence, psychological safety, and shame management, this article highlights clinical and organizational implications of treating shame as a core element of workplace bullying and offers directions for future research. Read on.