Abstract

In recent years, the popular media has seen a host of scandals related to poor leadership in higher education. Penn State University, the University of Michigan, Winthrop University, Northern Illinois University, and Edinburgh College are just a few postsecondary institutions that experienced what many would call destructive leadership, 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. Participants from a variety of sectors in higher education indicated destructive leadership is not as common as one might think; however, several components of the study highlighted areas for future research.

Document Type

Article

Source Publication

International Journal of Leadership in Education

Version

Accepted Version

Publication Date

2020

Volume

25

Issue

5

First Page

704

Last Page

724

Rights

Notice: This material may be protected by copyright law (Title 17 U.S. Code).

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