The last fortnight has been quite a time for members of the Government. Whether this is the death throes of a once seemingly invincible administration or a momentary affliction before Labour’s eventual recovery; whether you view the infighting, resignations and general anarchy as the gratifying comeuppance of an arrogant and aloof regime or the result of dexterous manipulation by their political enemies and the misdirected frustrations of the electorate, its difficult not to form a strong opinion of recent developments as Gordon Brown, his allies and detractors within the Labour Party experience far greater pressure than they have yet had to endure.

When those afflicted by anguish or distress – whether self-inflicted or not – are also those commanding positions of great power and a good measure of affluence, it is highly tempting to engage in schadenfreude. Certainly those working in the public sector that experience intense pressures at work on an everyday basis may find some satisfaction in the fact that those who hold authority over much of their working lives are now beset with similar hardships. Nevertheless, the nature of our work at Teacher Support Network means that we’re very familiar with the repercussions that pressure at work can have on the mental and physical health of both the individuals and, just importantly, their families and people close to them. However tempting it may be to gloat at the difficulties of our politicians, we can’t take any pleasure from the problems that others are encountering, whatever their profession.

Despite this, a comparison between one aspect of the experiences of the cabinet and those of teachers is particularly interesting. Accusations have been leaked from those at odds with the Prime Minster that he rules through smear, division and intimidation. Those close to Brown have defended his style, saying he is trying to provide strong leadership amid unprecedented pressure. Certainly this ‘pressure’ is manifesting itself on once close working relationships within the Parliamentary Labour Party, with onetime partners now irreconcilable enemies over the parties direction and political rivalries spilling over into intensely personal attacks.

Amongst the most frequently problems cited during the hundreds of thousands of interactions we have with teachers every year are bullying and difficult relationships with other adults at work. Unfortunately, the pressure that league tables, inspections and sheer workload causes for headteachers and other school leaders can sometimes manifests itself in negative working relationships with colleagues, ranging from unrealistic or inappropriate demands to overt bullying. The stressful environment that exists in many schools also causes an intolerable strain on relationships between teachers. While workload, pupil behaviour and long hours undoubtedly take their toll, for a significant proportion of those who contact Teacher Support Network the prospect of having to deal with colleagues and managers also causes great trepidation about going to work, reduces their confidence as teachers and damages their wellbeing.

Some would argue that it is not just the nature of the profession that differs for ministers from teachers but also the nature of those involved that contributes to the state of belligerence that currently seems so prevalent in Government. Nevertheless, with ministers describing themselves as isolated, bullied and even unwilling to continue in their positions, I could not help be reminded of some of the calls we have received since my arrival at the charity. A climate of bullying and mutual resentment may be in part caused by the pressures on working environments as a whole but its still up to the leadership of that workplace to address it. Just as the PLP is looking to Gordon Brown to address the divisions and antagonisms of their party, we should look to headteachers and school leaders to tackle the culture of bullying in schools themselves.