Workplace bullying continues to harm employee well-being across sectors, yet many organizations lack a systematic approach to address its root causes. This chapter adopts an Industrial-Organizational (IO) psychology lens, drawing on Job Demands–Resources theory, Social Exchange Theory, and Leadership Theory, to examine bullying not as an isolated behavior but as a symptom of structural and cultural dysfunction. This chapter synthesizes literature on different forms of workplace bullying—ranging from work-related and interpersonal to cyber and relational—and categorizes them concerning psychological constructs such as job design, team climate, and organizational culture. It highlights the crucial role of leadership in influencing psychological safety and well-being and explores how ineffective wellness programs fail without structural and cultural alignment. The discussion sets the foundation for a theory-informed model to prevent bullying and promote employee wellness, to be further developed in the following chapter.