THE INFLUENCE OF LEADER DARK TRIAD ON EMPLOYEE DARK TRIAD IN HIGHER EDUCATION INSTITUTIONS

Abstract

This study explores the reciprocal relationship between Leader Dark Triad (LDT) and Employee Dark Triad (EDT) traits in higher education institutions (HEIs). While toxic leadership—defined by Machiavellianism, narcissism, and psychopathy—is typically viewed as a top-down influence, this study challenges that assumption by examining how these traits are both projected by leaders and reflected or reinforced by employees. Using a mixed-methods approach, this study surveyed 100 HEI employees using expanded 24-item dark trait scales and conducted thematic interviews with selected participants. Quantitative analysis revealed a statistically significant and moderately strong positive correlation (ρ = 0.607, p < 0.001) between Leader and Employee Dark Triad traits. Ordinal logistic regression further confirmed that Leader Dark Triad scores significantly predict Employee traits, with a model fit indicating over 99% of the variance explained. These findings support the hypothesis that dark traits are reinforced across hierarchical boundaries. Qualitative findings further demonstrate how dark behaviors are internalized through toxic role modelling, shadow projection, and defensive imitation. Employees often rationalize unethical actions by referencing similar conduct from their leaders, suggesting a contagion effect not only of behavior but of organizational norms. This study incorporates feedback loops into the Toxic Triangle framework and draws on Jung’s Shadow Theory and Social Learning Theory to explain how ethical erosion becomes institutionalized over time. This study concludes that dark leadership fosters dark followership, and together they create an ethical drift that threatens institutional integrity. Overall, the results of this study call for leadership profiling, cultural audits, and systemic reform to disrupt this dynamic and promote psychological safety and moral accountability in academic institutions.