Uprooting of Networked and Fast Growth of Toxic Leaders in Autonomous Engineering Institutions
AUTHORS
Thanikachalam Vedhathiri,Former Professor, HOD of the Center for International Affairs, and Former Director-In-Charge of National Institute of Technical Teachers Training and Research, Chennai, India
ABSTRACT
The Government of India established autonomous engineering colleges in the 1960s to enhance the quality of graduates, support the industry, offer diverse global faculty development programs, and create the necessary knowledge and human capital. Many toxic leaders use autonomy without accountability. Most autonomous institutions suffer due to toxic leaders who discriminate against high-performing faculty teams, deny them their rights, and hinder their legitimate growth and development. Still, they actively support low-performing faculty members who show loyalty to them. They instill corruption in engineering education. These toxic activities undermine the performance of well-established faculty teams, prompting many to resign and join universities overseas. Hence, this research focused on safeguarding best-performing faculty members from toxic leaders who can contribute to the growth of knowledge and human capital through cutting-edge programs and global consultancy projects under many International Development Agencies (IDAs). Considering the loss in productivity due to networked toxic leaders, it is suggested that oversight committees be established, appropriate laws to curb their growth be developed, and a refined process of selection and empowerment be instituted.
KEYWORDS
Toxic leaders, Illusion, Loss to well-forming faculty teams, Growth of coteries, Networked toxic leaders, New laws
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