Academic Leadership and Organizational Toxicity: Exploring Power Dynamics and Incivility in Universities

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Abstract

The study examines how power dynamics contribute to workplace incivility and organizational toxicity within academic leadership at Canadian research-intensive universities. Introducing the Power-Asymmetry Incivility Model, the research reveals how structural power imbalances and institutional reward systems enable uncivil behaviours, undermining psychological safety and leadership effectiveness. Drawing on qualitative interviews with deans, associate deans, and department chairs, the study highlights multilevel influences—from individual self-awareness deficits to systemic governance challenges—that sustain toxic cultures. Findings emphasize the need for integrated interventions addressing both interpersonal behaviours and organizational structures to foster more sustainable academic environments. This work offers a novel framework for understanding and transforming leadership practices in higher education institutions.

Authors

• Leda Stawnychko, Mount Royal University

• Mehnaz Rafi, University of Calgary