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003			OSt
005			20191120132348.0
008			191120b ||||| |||| 00| 0 eng d
100			_aPelletier, Kathie L _934979
245			_aThe toxic triangle in academia: A case analysis of the emergence and manifestation of toxicity in a public university
300			_a405-432 p.
520			_aIn this case analysis, we apply the toxic triangle framework, in its entirety, to a public university upon the entry of a new president. We found considerable fit of the theoretical triad to the university: a destructive leader, an enabling environment, and susceptible followers. Consistent with the theory, an environment that lacked fundamental checks and balances, coupled with instability and perceived threats, spawned the conditions that brought a toxic leader to the institution, which, in turn, revealed and fostered conformers and colluders. We describe three episodes (critical incidents) that show how the toxic triangle evolved and strengthened over time. We also offer a critical examination of all three components of the toxic triangle with a special focus on the psychosocial forces that paralyzed even tenured faculty from resisting. In this critical examination, organizational miasma, rationalizations, and control myths provide substantive explanations for ineffective employee action. Further, we suggest that leadership as processual communication can be used to advance the value of the framework. We conclude by highlighting areas for future inquiry
653			_aToxic triangle
653			_aculturism,
653			_adestructive leadership
653			_acase study,
653			_aorganizational miasma
653			_arationalizations and control myths
653			_aleadership as processual communication
700			_a Kottke, Janet L _934980
700			_aSirotnik,Barbara W _934981
773	0		_029449 _977280 _aCOLLINSON, DAVID _dNEW DELHI SAGE PUBLICATION PVT. LTD. _o55511091 _tLEADERSHIP _z1742-7150
942			_2ddc _cCSD