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5 Soc. & Soc. Work Rev. 6 (2021)

handle is hein.journals/socwkv5 and id is 1 raw text is: Sociology and Social Work Review 1/2021 Linking leadership and psychopathy: Looking for evidence in tertiary institutions Ayotunde Adebayo*a a University of Lagos,Department of Arts and Social Sciences Education, Akoka, Yaba, Nigeria Abstract The paper examined the established view of leadership styles with the emerging profile of psychopathic leaders by looking for pieces of evidence in the tertiary institutions. A modicum review of the literature demonstrated the shape of psychopathic leadership traits for future research within the context of the study. The implications and accurate and deep understanding drawn from this limited literature revealed the plausibility of psychopathic leadership traits within the context of tertiary institutions. Keywords: Leadership, psychopathy, tertiary institutions, models 1. Introduction The concept of leadership has emerged as one of the most researched aspects of organisational behaviour. The ever-growing interests in the field of governance have led to the conduction of various studies that aim to understand the impacts of leadership on the behaviour of subordinates, and the achievement of performance within the organisation. The interests of the concept of leadership have extended to tertiary institutions around the world. The drivers of such concerns are the influence of institutions in the development of students who eventually become leaders within the economic system and the constant changes in the sphere of institutional leadership itself - especially in light of the challenges facing the educational sector. In recent times, several circumstantial shifts have emerged within the educational sector, particularly the advent of globalisation, the commercialisation of higher institutions, cuts in government funding and increased academic movement across borders. Over the years, researchers have queried the approach to leadership encountered in higher institutions due to the need to increase student enrolment whilst enhancing the overall teaching-learning experience within the institution. This situation has changed the expectations of universities such that they now adopt a student-focused approach which somewhat negates the traditional inward approach once taken in institutions globally (Scott 2011). These changes have also triggered a shift in most tertiary institutions from administration to the infusion of management in its organisational culture (Brown 2001, Black 2015) There is a need for leaders in tertiary institutions to examine how to lead their organisations better and determine best management approaches that align with the context of higher education. The primary role of leaders is to ensure the achievement of goals through the harmonised efforts of subordinates - and so, one can assume that the adoption of productive leadership styles would positively influence the performance of teachers within higher institutions. As described by Chestnut (2017), the concept of leadership reflects the extent to which an organisation can attain success - only due to the influence leaders possess on the behaviour of subordinates. Therefore, leadership maintains a direct impact on the overall effectiveness of an institutions performance. According to Bevoc (2016), the demand for real leadership increases in alignment with the nature and growth of an organisation - and as such, multiplying the performance expectation of subordinates. The leadership process in organisations works such that the leader influences subordinates and seeks their participation in the achievement of goals. This influential process is witnessed in 6 Ayotunde Adebayo, Professor, PhD.

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