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Fake Leadership in HEIs: Job Performance, Brand Commitment, and Organizational Destruction

In: Fake Leadership in Higher Education

Author

Listed:
  • Agnieszka Bieńkowska

    (Wrocław University of Science and Technology, Faculty of Management)

  • Katarzyna Tworek

    (Wrocław University of Science and Technology, Faculty of Management)

  • Anna Sałamacha

    (Wrocław University of Science and Technology, Faculty of Management)

Abstract

This chapter presents the impact of fake leadership on key outcome parameters in HEIs. It covers (1) job performance, examining its specificity in HEIs and identifying the mechanism fake leadership negative influence on it. It shows the role of intra-organizational trust, job-related attitudes (work motivation, job satisfaction, work engagement, organizational commitment), and well-being as mediators facilitating negative effect of fake leadership on job performance in HEIs. Then, it covers (2) brand commitment, analyzing its role in HEIs and identifying mechanism of fake leadership negative influence on it. It shows the role of person–organization fit and organizational commitment as mediators facilitating negative influence of fake leadership on brand commitment in HEIs. Next, it covers (3) organizational destruction, which is introduced as a new, negative outcome of organization, tailored specifically for HEIs. It presents the analysis of the detailed mechanism of fake leadership negative influence on it. It shows the role of intra-organizational trust, employees’ errors, and negative job-related attitudes (work demotivation, work disengagement, organizational decommitment) in facilitating the negative influence of fake leadership on organizational destruction in HEIs. Finally, it shows how organizational destruction is influenced by fake leadership through job performance and brand commitment.

Suggested Citation

  • Agnieszka Bieńkowska & Katarzyna Tworek & Anna Sałamacha, 2026. "Fake Leadership in HEIs: Job Performance, Brand Commitment, and Organizational Destruction," Springer Books, in: Fake Leadership in Higher Education, chapter 2, pages 51-131, Springer.
    • Handle: RePEc:spr:sprchp:978-3-032-12861-4_2
    DOI: 10.1007/978-3-032-12861-4_2
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