Autocratic Leadership Style in Higher Education Institutions: A Systematic Literature Review

An autocratic leader is one who centralizes authority and decision-making. In this leadership model, there is a strong focus on achieving results, with less consideration given to the well-being or input of team members. It operates under the assumption that individuals are inherently unmotivated, unreliable, and lack responsibility. Consequently, core functions such as planning, organizing, controlling, and decision-making are concentrated in the leader, with minimal participation or influence from subordinates. Autocratic leadership, characterized by centralized control, rigid decision-making, and limited participation from subordinates, can be found in various educational settings despite the collaborative nature of academia. This paper reviews the current literature on autocratic leadership, examining both the potential benefits, such as swift decision-making and a clear chain of command, as well as the drawbacks, including stifled innovation and reduced staff morale. This study explores the implications and characteristics of autocratic leadership in higher education institutions via bibliometric reviews of scientific publications, such as journals and articles. In all, 61 influential studies published between 2012 and 2024 were critically conducted via VOSviewer version 1.6.20 to identify relevant literature. The findings highlight the challenges this leadership style poses in academic environments, where autonomy and intellectual freedom are traditionally valued. Through a case analysis of specific higher education institutions, the study identifies situations where autocratic leadership may be effective and where it could hinder institutional growth. The paper concludes by offering recommendations for balancing authority with collaboration to foster a healthier academic environment.