This paper explores the detrimental impact of unethical leadership on the organizational well-being of health research institutions, particularly those in low- and middle-income countries (LMICs) central to the global health ecosystem. Drawing on a conceptual synthesis of multiple theoretical frameworks includes Social Role Theory, the Harmful Leader Behaviors (HLB) Framework, Social Learning Theory, and Contingency Theory. This study examines how unethical leadership practices compromise key organizational dimensions such as employee well-being, institutional culture, operational efficiency, financial sustainability, and research integrity. The analysis reveals how ethically misaligned leadership behaviors can trigger systemic dysfunction, demoralize staff, and erode public and donor trust, with dire consequences for public health outcomes. In response, the study proposes a multi-level, evidence-based framework for fostering ethical leadership, encompassing ethics-centered leadership selection, decentralized oversight, enhanced accountability mechanisms, and a culture of psychological safety. By embedding ethical principles into leadership development and institutional practices, health research organizations can safeguard their mission, protect public health, and ensure long-term organizational resilience.
Cite this paper
Kuboi, G. K. and Wasike, S. K. (2025). The Impact of Unethical Leadership on Organizational Wellbeing in Health Research: A Conceptual Analysis and Mitigation Framework. Open Access Library Journal, 12, e14652. doi: http://dx.doi.org/10.4236/oalib.1114652.
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