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Workplace bullying and harassment are now recognized as psychosocial hazards and legal risks that undermine employee health, safety, and equal opportunity at work. This article traces the historical development of abusive workplace conduct from early coercive labor practices and industrial era exploitation through the emergence of sexual harassment doctrine, “mobbing” research, and contemporary understandings of psychological violence at work. It then examines how modern definitions of bullying and harassment have evolved across occupational health, organizational psychology, and anti discrimination law, highlighting conceptual ambiguities and regulatory gaps that leave many workers, especially those outside protected classes or in precarious roles, without effective legal remedies. Building on this foundation, the article differentiates status blind bullying from legally defined harassment, and analyzes how U.S. federal harassment jurisprudence, damage caps, and procedural hurdles shape the practical limits of protection. It synthesizes recent federal cases, EEOC enforcement trends, and illustrative verdicts and settlements to show how leadership inaction, flawed investigations, and weak accountability structures allow misconduct to escalate from low level incivility to severe, litigated harm. Particular attention is given to the health, psychological, and career impacts of sustained mistreatment, as well as its organizational costs in turnover, absenteeism, safety incidents, and reputational damage. Drawing on interdisciplinary scholarship, regulatory guidance, and case evidence, the article argues that effective prevention requires an integrated model that aligns legal compliance, psychosocial risk management, and leadership accountability rather than treating bullying and harassment solely as HR or legal issues. Core components of this model include clear, behavior based policy definitions; early warning indicators and climate assessments; robust, accessible reporting and investigation systems; trauma informed response protocols; and strong protections for complainants, witnesses, and bystanders. The article concludes by outlining practical implications and implementation priorities for HR, occupational safety and health professionals, compliance officers, and senior leaders seeking to move beyond minimal legal compliance toward proactive, prevention focused approaches that address workplace bullying and harassment before harm becomes irreparable or reaches the courtroom.