Academicians' Views on Toxic Leadership in Higher Education

This study examines the phenomenon of toxic leadership in higher education with a qualitative approach through the views of academics. The study focuses on the causes, effects and prevalence of toxic behaviors in academic leadership by using a phenomenological design. The study group consisted of academics with the titles of Dr., Assoc. Dr. and Prof. Dr. working in state universities. The data were collected through semi-structured interviews and analyzed through content analysis. The findings were grouped under four main themes: personal and social characteristics of toxic leaders, the behaviors they exhibit, and the effects of these behaviors on organizational members and the organization. Participants stated that toxic leaders are authoritarian, narcissistic and egocentric, and exhibit negative behaviors such as injustice, favoritism and threats. In addition, it was emphasized that this leadership style has effects such as professional dissatisfaction, burnout and loss of trust. Lack of merit and psychological factors were highlighted as the underlying causes of toxic leadership behaviors. As a result, in order to reduce toxic leadership in higher education institutions, it is recommended to develop merit-based appointment processes, increase leadership trainings and make institutional policy arrangements.