The Quantitative Fallacy: Metric‐Driven Management and Workplace Bullying in Nonprofit Fundraising

ABSTRACT Workplace bullying in nonprofit fundraising poses a significant threat to organizational ethics, employee well‐being, and workforce stability. This mixed‐methods study examines the prevalence, forms, and consequences of bullying among U.S. fundraising professionals and situates these experiences within a metric‐driven managerial culture. Drawing on a national survey ( N = 192) and follow‐up interviews, findings show that 81% of respondents experienced persistent verbal, emotional, or managerial aggression, with supervisors identified as the primary perpetrators. More than one‐third (38%) reported that performance metrics such as donor visit counts and solicitation goals were weaponized to pressure or humiliate staff. Eighty‐two percent reported emotional or psychological harm, and nearly half resigned because of these experiences. The study proposes a conceptual model linking metric‐based oversight to bullying, burnout, and moral distress, arguing that such practices constitute a systemic ethics failure in philanthropy. Implications include reforming managerial evaluation and integrating ethical leadership training.