Volume 29, Issue 5, 2020
DOI: 10.24205/03276716.2020.1198
DESTRUCTIVE LEADERSHIP IN HIGHER EDUCATION
Abstract
The study was carried out with the participation of 23 academicians working in the field of higher education in Turkey and the Turkish Republic of Northern Cyprus. Qualitative approach with phenomenology pattern was used in the study. The aim of the research is to determine the views of academics working in the field of higher education in the 2020-2021 academic year about the phenomenon of destructive leadership in higher education institutions. Participants working in the field of higher education stated the formation of destructive leadership as a phenomenon that generally originates from the leader and/or arises from the needs of the system and followers.
The phenomenon of destructive leadership becomes visible and sustainable with leader, follower behaviors and ambient atmosphere. It is stated that even if the leader, follower and environment seem to win in the short term, they face negative effects in the long term. The phenomenon of destructive leadership in organizations can be an obstacle to the sustainability of the desired educational standards. For a sustainable quality and strong structure, the phenomenon of destructive leadership should be prevented.
Keywords
Sustainability, Destructive Leadership, Higher Education, Toxic Triangle