An exploratory and descriptive study of destructive leadership in U.S. higher education

Abstract

A host of scandals related to poor leadership in higher education has been reported in recent years, ultimately leading to leader turnover at the highest levels of the organization. But just how common is destructive leadership in U.S. higher education? This study sought to answer that question and others through descriptive, quantitative research using a modified version of the Destructive Leadership Questionnaire. Three-hundred ninety-seven faculty and professional staff from both public and private higher education institutions, working in various areas of their organization, indicated destructive leadership is not as common as one might think; however, several components of the study highlighted areas for future research.