Destructive leadership behaviors: The case of academic middle leaders in higher education

<p dir="ltr">Destructive leadership, characterized by abusive behaviors and a lack of ethical integrity, undermines organizational morale and performance. This phenomenological study investigates destructive leadership behaviors exhibited by academic middle leaders in higher education, examining them through the lens of faculty members. Six faculty members from six Arab States participated in three rounds of interviews to capture their lived experiences. Data were supplemented by reflective journal entries, allowing researchers to examine their preconceived notions of the phenomenon under study. A whole-part-whole approach was utilized for data analysis. Findings illuminate specific instances of destructive leadership, including micromanagement and control, vitriolic communication, a detrimental organizational climate, and encroachment upon faculty members’ work-life balance. The study explores the impact of these behaviors on faculty morale, productivity, and overall organizational culture. This study contributes to a deeper understanding and discussion of the challenges presented by ineffective middle leadership in higher education environments.</p><h2>Other Information</h2><p dir="ltr">Published in: International Journal of Educational Research<br>License: <a href="http://creativecommons.org/licenses/by/4.0/" target="_blank">http://creativecommons.org/licenses/by/4.0/</a><br>See article on publisher's website: <a href="https://dx.doi.org/10.1016/j.ijer.2024.102382" target="_blank">https://dx.doi.org/10.1016/j.ijer.2024.102382</a></p>