EXAMINING LEADERSHIP DEPARTURES (TURNOVER) IN THE ACADEMIC SETTING: A QUALITATIVE INVESTIGATION

Abstract

This qualitative analysis addresses the complex and multifarious forces behind leadership departure (turnover) in Saudi Arabian higher education, a dynamic and rapidly morphing landscape subject to context-specific socio-cultural factors. Individual, interpersonal, and institutional levels of analysis and established leadership theories and constructs are examined, including transformational leadership and leader–member exchange (LMX) theory. This study involved the collection of in-depth, semi-structured interviews with 21 academic leaders (Deans, Vice Deans, and department heads) from seven geographically diverse public universities in Saudi Arabia. The interview data were analysedto inform a thematic analysis of leadership departure data. These insights can inform targeted interventions and policies aimed at reducing leadership turnover, improving retention, and fostering well-being among academic leaders in Saudi higher education.