What Happens When a Leader is Toxic? A Qualitative Investigation

This paper investigates the phenomenon of toxic leadership and its dynamics within Higher Education Institutions (HEIs). Drawing upon social constructivist worldview, the research explores the prevalence, antecedents, outcomes, and impacts of toxic leadership behaviors on the psychological well-being of individuals within academic settings. The study employs a qualitative research design, utilizing semi-structured interviews to gather comprehensive insights from faculty, staff, and students across multiple HEIs. The findings reveal that the causes of leader toxicity extend beyond the leaders’ personality alone, rather other factors are associated to it as well. In addition to the personality traits highlighted which are associated to toxic leaders, certain environmental and cultural factors also foster the development of toxicity among the leaders and their subordinates. Such leader-member exchanges lead to destructive consequences, affecting not only the subordinate alone at an individual level but the overall organizational effectiveness as well. Thus, coping strategies to deal with such toxicity have also been discussed. Key themes identified were categorized as personality traits, organizational culture, psychological consequences and coping strategies. This research contributes to both theoretical understanding and practical implications, shedding light on the complexities of toxic leadership dynamics within the academic context. It underscores the importance of fostering healthier leadership practices and organizational cultures to promote positive psychological well-being and enhance overall academic experiences within HEIs. Recommendations for future research have also been discussed.