Anchored in the Conservation of Resources (COR) theory and Social Information Processing (SIP) theory. This study investigates the paradoxical interplay between toxic leadership, team cohesion and innovative work behavior among professional students in higher education. It specifically explores how toxic leadership indirectly affects innovative work behavior through their well-being and whether team cohesion exacerbates or mitigates this relationship.
The data collected through structured surveys through purposive sampling were gathered from 453 professional students enrolled in science, technology and management programs across Indian higher education Institutions. Structural equation modeling using confirmatory factor analysis (CFA) using IBM AMOS 23.0 and moderated mediation analysis via PROCESS Macro 4.3.1 was employed to test the relationships.
The results reveal that toxic leadership negatively impacts professional students' innovative work behavior by lowering their well-being. Interestingly, this effect intensifies in highly cohesive teams. Moderated mediation analysis confirms that team cohesion amplifies the harmful pathway from toxic leadership to diminished innovation via well-being. Notably, a small but significant direct positive effect of toxic leadership on innovation emerged, suggesting adaptive innovation under stress.
This study underscores the psychosocial vulnerabilities of students in demanding professional programs, who navigate high expectations, competitive environments and leadership pressures. It highlights the urgent need for emotionally supportive and psychologically safe academic settings. The findings call for institutional reforms, including preventative leadership training, inclusive peer support systems and regular wellness sessions to safeguard student well-being. In alignment with Sustainable Development Goal 3: Good Health and Well-being, the study advocates for healthier academic cultures that foster resilience and innovation.
This study makes a novel contribution by centering the voices of professional students in higher education, an often-overlooked population in leadership research and challenging the traditionally positive framing of team cohesion. It introduces a counterintuitive insight: team cohesion, while typically beneficial, can exacerbate harm in toxic environments.
