When the president is bullied: A diverse sample of narratives that chronicle the effect on the Community College Mission

Various researchers (Bennis, 1999; Birks, Budden, Stewart, & Chapman, 2014; Boggs, 2003; Burns, 1978; Gill & Jones, 2013; McPhail, 2002) have studied executive leadership and the cultures such leaders govern. Other studies have considered workplace bullying and its impact on the target (Branch, Ramsay & Barker, 2007; Hollis, 2015; Keim & McDermott, 2010; Klein, 2009). However, the voice of the president is often missing from such studies on workplace bullying and the culture that causes these distractions. Therefore, this narrative qualitative study collects the stories of six community college presidents to better understand how even the most executive officer can be the target of workplace bullying. The findings reveal that presidents endure workplace bullying from collective populations such as the faculty or the community. Further, the board of trustees can act as or enable a bully that has a deleterious impact on the presidents and the communities they serve. The findings from this narrative qualitative study may prove informative to candidates considering such presidential or chief executive positions as well as to boards of trustees who are critical to any president's success.