Few studies have examined the extent of workplace bullying in American higher education; however, a 2015 study confirmed that 62% of respondents (n = 401) were affected by workplace bullying 18 months prior to the study (Hollis 2015). A closer examination of the women respondents (n = 281) revealed that 71% of the women in this subset faced workplace bullying. Women respondents were also more likely to seek structural solutions, such as reporting bullying to their immediate supervisors or human resources staff. Workplace bullying is couched in power. Those with power control tenure and promotion as well as resources; they can also hinder women from obtaining leadership positions. However, without policy or legislation, incivility is governed by the personal discretion of workplace leaders. As workplace bullying typically emerges from a power differential, Bolman and Deal's (2013) theories regarding organizational structure and politics serve as the theoretical lens for this study. This study is based on data collected from 175 colleges and universities in which participants, consisting of women from faculty and administrative positions, were asked to reflect on the extent of workplace bullying in American higher education. Women's responses are considered through descriptive statistics. Further, Chi Square examination shows women rely more on official reporting strategies than male counterparts. Therefore, the findings of this study will be valuable for women and/or leaders and supervisors in higher education.