Indirect/covert aggression is a set of behaviours employed by an individual (the aggressor) intended to create and inflict damage on another individual (the target) undetected (Einarsen, 1999). Indirect/covert aggression is employed within the workplace because displaying overtly aggressive behaviours toward peers, subordinates, and supervisors is generally considered socially unacceptable. Indirect/covert aggressive behaviours typically entail various circuitous behaviours, such as: vexatious rumour mongering, social isolation, and undermining professional competencies (Baron & Neuman, 1996; Neuman & Baron, 1998). Whilst previous research demonstrates that indirect/covert aggression is costly to organisations and individuals who experience it (e.g., absenteeism, employee turnover, and low performance), several issues require exploration to better understand the phenomenon, and before such workplace behaviours can be reduced. The most salient issues are identifying why individuals become the focus of indirect/covert aggression and determining the cognitive scripts (i.e., mental structures of knowledge) and behavioural scripts (i.e., behavioural performances that are applied to a specific situation, see Gioia & Poole, 1984) that they use to respond to these behaviours.