Academic Department Chairs Research Articles

Gender, Race, and Ethnicity of US Academic Ophthalmology Faculty and Department Chairs From 1966 to 2021

Workforce diversity is integral to optimal function within health care teams. To analyze gender, race, and ethnicity trends in rank and leadership among US full-time academic ophthalmology faculty and department chairs between 1966 and 2021. This cohort study included full-time US academic ophthalmology faculty and department chairs registered in the Association of American Medical Colleges. Study data were analyzed in September 2023. Identifying with an underrepresented in medicine (URiM) group. The main outcome measures were demographic (ie, gender, race, and ethnicity) changes among academic faculty and department chairs, assessed in 5-year intervals. The term minoritized race refers to any racial group other than White race. There were 221 academic physicians in 1966 (27 women [12.2%]; 38 minoritized race [17.2%]; 8 Hispanic, Latino, or Spanish [3.6%]) and 3158 academic faculty by 2021 (1320 women [41.8%]; 1298 minoritized race [41.1%]; 147 Hispanic, Latino, or Spanish ethnicity [4.7%]). The annual proportional change for women, minoritized race, and Hispanic, Latino, or Spanish ethnicity was +0.63% per year (95% CI, 0.53%-0.72%), +0.54% per year (95% CI, 0.72%-0.36%), and -0.01% (95% CI, -0.03% to 0%), respectively. Women were underrepresented across academic ranks and increasingly so at higher echelons, ranging from nonprofessor/instructor roles (period-averaged mean difference [PA-MD], 19.88%; 95% CI, 16.82%-22.94%) to professor (PA-MD, 81.33%; 95% CI, 78.80%-83.86%). The corpus of department chairs grew from 77 in 1977 (0 women; 7 minoritized race [9.09%]; 2 Hispanic, Latino, or Spanish ethnicity [2.60%]) to 104 by 2021 (17 women [16.35%]; 22 minoritized race [21.15%]; 4 Hispanic, Latino, or Spanish ethnicity [3.85%]). For department chairs, the annual rate of change in the proportion of women, minoritized race, and Hispanic, Latino, or Spanish ethnicity was +0.32% per year (95% CI, 0.20%-0.44%), +0.34% per year (95% CI, 0.19%-0.49%), and +0.05% per year (95% CI, 0.02%-0.08%), respectively. In both faculty and department chairs, the proportion of URiM groups (American Indian or Alaska Native, Black or African American, Hispanic, and Native Hawaiian or Other Pacific Islander) grew the least. Intersectionality analysis suggested that men and non-URiM status were associated with greater representation across ophthalmology faculty and department chairs. However, among ophthalmology faculty, URiM women and men did not significantly differ across strata of academic ranks, whereas for department chairs, no difference was observed in representation between URiM men and non-URiM women. Results of this cohort study revealed that since 1966, workforce diversity progressed slowly and was limited to lower academic ranks and leadership positions. Intersectionality of URiM status and gender persisted in representation trends. These findings suggest further advocacy and intervention are needed to increase workforce diversity.

More Than a Joke: The Intersection of Gender-Based Humor and Gender Inequities Experienced by Women Department Chairs in Academic Medicine.

Purpose: The purpose of this qualitative descriptive study is to describe how women academic department chairs in emergency medicine, surgery, and anesthesiology experience humor in the workplace. Method: Interviews were conducted with 35 women department chairs in academic medicine from 27 institutions that aimed to describe women's leadership emergence. The data from the primary study yielded rich and revealing themes involving participants' experiences with humor in the context of their leadership roles, justifying a secondary analysis focusing specifically on these experiences. Relevant remarks were extracted, coded, and summarized. Results: Participants discussed two broad types of humor-related experiences. First, they described how they responded to aggressive gender-based humor directed at themselves or their colleagues by tolerating it or expressing disapproval. This humor includes demeaning quips, insulting monikers, sexist jokes, and derogatory stories. Participants often did not confront this humor directly as they feared being rejected or ostracized by colleagues. Second, they described how they initiated humor to address gender-related workplace issues by highlighting gender inequalities, coping with sexual harassment and assault, and managing gender-based leadership challenges. Participants felt constrained in their own use of humor because of the need to be taken seriously as women leaders. Conclusion: Women leaders in academic medicine use humor to confront gender-related issues and experience aggressive gender-based humor in the workplace. The constraints placed on women leaders discourage them from effectively confronting this aggressive gender-based humor and perpetuating gender inequities. Eliminating aggressive gender-based humor is needed to create safe and equitable work environments in academic medicine.

The Big Five Factors of Personality Traits and Leadership Practices of Academic Department Chairs: A Predictive Study

This study investigated whether the big five factors of personality traits can predict academic department chairs’ leadership practices. The study had a predictive research design; the data were collected from 424 participants in the 2023 academic year, and the instruments of this study were two questionnaires. The study found that the big five factors of personality traits predict the leadership practices of academic department chairs. Two factors of personality traits, conscientiousness and openness to experience, were statistically significant and predicted the practices in modelling leadership. Four factors (agreeableness, conscientiousness, openness to experience, and extroversion) were statistically significant and predicted leadership practices in inspiring a shared vision. Three factors (neuroticism, extroversion, and conscientiousness) were statistically significant and predicted leadership practices in challenging processes. Two factors (conscientiousness and openness to experience) were statistically significant and predicted leadership practices enabling others to act. Three factors (conscientiousness, agreeableness, and openness to experience) were statistically significant and predicted leadership practices encouraging the heart. The study recommended that academic leaders be required to consider personality traits as an important dimension in selecting and assigning academic department chairs and other academic leaders at all levels at higher education institutions.

Leading beyond the Script: A Cross-Sectional Study Exploring Preparedness of Pharmacy Academic Administrators.

Limited research exists on the preparedness of pharmacy academic administrators for their roles. This cross-sectional survey aimed to explore the self-perceptions of pharmacy academic administrators, including deans, associate deans, assistant deans, department chairs, and directors, within United States-based Colleges or Schools of Pharmacy. Participants answered questions regarding their demographics, self-perceived readiness for administrative roles, self-perceived leadership skills, and strategies used to develop these skills. Data were analyzed using descriptive statistics, and subgroup comparisons were made using Student's t-test for normally distributed continuous variables, Mann-Whitney tests for ordinal variables or non-normally distributed continuous variables, and Chi-squared tests for nominal variables. A total of 193 responses were analyzed. Respondents reported feeling least prepared in two areas: entrepreneurial revenue and handling grievances and appeals. There were gender differences noted in preparedness to conduct performance reviews, manage unit finances, and develop entrepreneurial revenue, with men rating themselves significantly higher than women in all three areas. Despite high self-ratings of leadership skills in the overall cohort, significant gender differences were noted in micromanagement with men rating themselves lower than women. Seeking advice from senior colleagues was the most used development strategy, and women showed a significantly higher preference for programs facilitated by professional organizations. This study contributes valuable insights into the preparedness of pharmacy academic administrators to inform future strategies that better support individuals to be successful in their roles.

End of Affirmative Action-Who Is Impacted Most? Analysis of Race and Sex Among US Internal Medicine Faculty.

For over 50 years, the United States (US) used affirmative action as one strategy to increase diversity in higher education including medical programs, citing benefits including training future public and private sector leaders. However, the recent US Supreme Court ending affirmative action in college admissions threatens advancements in the diversity of medical college faculty. Our study evaluated the demographic trends in Internal Medicine (IM) faculty in the US by assessing sex and race/ethnicity diversity to investigate who is likely to be impacted most with the end of affirmative action. Longitudinal retrospective analysis SUBJECTS: IM faculty from the Association of American Medical Colleges faculty roster from 1966 to 2021 who self-reported sex and ethnicity MAIN OUTCOMES: The primary study measurement was the annual proportion of women and racial/ethnic groups among IM faculty based on academic rank and department chairs. Although racial/ethnic diversity increased throughout the era of affirmative action, African American, Hispanic, and American Indian populations remain underrepresented. White physicians occupied > 50% of faculty positions across academic ranks and department chairs. Among the non-White professors, Asian faculty had the most significant increase in proportion from 1966 to 2021 (0.6 to 16.6%). The percentage of women increased in the ranks of professor, associate professor, assistant professor, and instructor by 19.5%, 27.8%, 25.6%, and 26.9%, respectively. However, the proportion of women and racial/ethnic minority faculty decreased as academic rank increased. Despite an increase in the representation of women and racial/ethnic minority IM faculty, there continues to be a predominance of White and men physicians in higher academic ranks. With the end of affirmative action, this trend has the danger of being perpetuated, resulting in decreasing diversity among IM faculty, potentially impacting patient access and health outcomes.

Characterizing Wellness Leadership in Academic Radiation Oncology Departments in the United States

Burnout is prevalent in radiation oncology (RO), with 56% of respondents in a 2020 survey reporting symptoms of burnout. This has led to an increased effort to promote physician wellness via formal wellness-directed initiatives in recent years. However, little is known about the specifics of wellness activities and their impact. We aim to characterize current wellness leadership positions and efforts within academic RO departments. A total of 120 US academic RO department chairs were contacted to inquire whether they had a departmental wellness leader, with a request for leader contact information, if applicable. Wellness leaders were invited to complete an anonymous survey in January and February 2023 via a survey platform. Questions assessed leader demographics, role structure, resources, current initiatives, and impacts to date. Descriptive statistics and summaries of free text responses are reported. Seventy-one chairs (59%) responded, among which 43 (61%) reported having departmental wellness leaders. On interim analysis, 11 (26%) responded to the survey. 82% were female and 73% were physician faculty. Leaders spanned career stages, and respondent ages ranged from 32-66. Wellness leaders were commonly in formal departmental committees (n = 4) or implemented hospital initiatives without independent departmental programming (n = 5). Committees had all been started since 2020. 5 respondents stated departmental wellness leadership was required by their institution. Some leaders were provided with administrative support (n = 4) and/or departmental program funding (n = 4), however only 1 had protected time for wellness work. Challenges included limited bandwidth (n = 7), lack of departmental interest (n = 4), and limited funding (n = 4). The most commonly completed initiatives include programming and education (n = 4) and improved support for caregivers (n = 3). No departments had hired physician coaches or created a peer support network. Of 14 initiatives, departments had, on average, implemented 2. 36% and 27% of respondents agree that because of wellness initiatives the department is more aware of the importance of wellness and wellness-promoting strategies, respectively. Only 9% and 18% felt initiatives changed a culture of constant availability and encouraged use of full PTO and limiting work off hours, respectively. Leaders highlight the importance of a dedicated individual to tangibly implement changes and the unique opportunity of someone within RO to understand the specific challenges faced by those in our field. Wellness leadership roles exist in many RO departments. However, these roles are new and evolving, with a limited number of fully implemented initiatives to date. Longitudinal data collection and follow-up will help establish the impact of these roles on bringing positive change to departments. Full results will be presented at ASTRO 23.

Career Trajectory Factors Affecting Gender Diversity in Academic Radiology Department Chairs: Results of a Survey of SCARD Members.

Career Trajectory Factors Affecting Gender Diversity in Academic Radiology Department Chairs: Results of a Survey of SCARD Members.

Physician Men Leaders in Emergency Medicine Bearing Witness to Gender-Based Discrimination

Approximately 60% of women physicians in emergency medicine (EM) experience gender-based discrimination (GBD). Women physicians are also more likely to experience GBD than men physicians, particularly from patients, other physicians, or nursing staff. To describe the responses of men who are academic department chairs in EM to GBD directed toward a woman colleague. This qualitative study was a secondary data analysis drawn from interviews of men EM academic department chairs at 18 sites who participated in a qualitative descriptive study between April 2020 and February 2021 on their perceptions of the influence of gender and leadership in academic medicine. Narrative data related to GBD were extracted and coded using conventional content analysis. Codes were clustered into themes and subthemes and summarized. Data were analyzed from November to December 2021. Semistructured interviews conducted via teleconferencing. Qualitative findings identifying experiences witnessing or learning about incidents of GBD against women colleagues, the impact of these observations, and personal or leadership actions taken in response to their observations. All 18 men participants (mean [SD] age, 52.2 [7.5] years; mean [SD] time as a department chair, 7.2 [5.1] years) discussed witnessing or learning about incidents of GBD against women colleagues. The participant narratives revealed 3 themes: emotional responses to GBD, actions they took to address GBD, and reasons for not taking action to address GBD. When witnessing GBD, participants felt anger, disbelief, guilt, and shame. To take action, they served as upstanders, confronted and reported discrimination, provided faculty development on GBD, or enforced "zero-tolerance" policies. At times they did not take action because they did not believe the GBD warranted a response, perceived a power differential or an unsupportive institutional culture, or sought self-preservation. In this qualitative study of men physician leaders, we found all participants reported feeling troubled by GBD against women colleagues and, if possible, took action to address the discrimination. At times they did not take action because of unsupportive workplace cultures. These findings suggest that institutional culture change that supports the interventions of upstanders and does not tolerate GBD is needed.

A causal model of the relationship between cognitive processes and effective leadership of academic department chairs in Mashhad University of Medical Sciences

A causal model of the relationship between cognitive processes and effective leadership of academic department chairs in Mashhad University of Medical Sciences

Women’s Representation among Lead Investigators of Clinical Trials in Ophthalmology

Female presence in ophthalmology has grown considerably over the past 2 decades, with female ophthalmology resident representation increasing from 29% in 2000 to 41% in 2020.1 Despite this growth, the proportion of women practicing ophthalmology does not reflect the United States population and there remains a lack of female representation among leadership in ophthalmology.1,2 For example, chairs of academic ophthalmology departments in the United States remain 90% male, there are fewer female presenters at the podium, and there are fewer female authors of editorials in major journals.

Assessing the Impact of Diverse Approaches of Promoting Virtual Radiation Oncology Educational Content to Medical Students

Assessing the Impact of Diverse Approaches of Promoting Virtual Radiation Oncology Educational Content to Medical Students

Using an Annual Diversity, Equity and Inclusion Dashboard to Accelerate Change in Academic Radiology Departments

Despite widespread interest in creating a more equitable and inclusive culture, a lack of workforce diversity persists in Radiology, in part due to a lack of universal and longitudinal metrics across institutions. In an attempt to establish benchmarks, a subset of the Society of Chairs of Academic Radiology Departments (SCARD) Diversity, Equity and Inclusion (DEI) Committee volunteered to design a DEI dashboard as a potential tool for academic radiology programs to use to document and track their progress. This freely-available, modular dashboard includes suggested (plus optional department-defined) DEI activities/parameters and suggested assessment criteria across three domains: faculty, residents & fellows, and medical students; it can be completed, in whole or in part, by departmental leaders annually. The suggested metrics and their associated rubrics were derived from the collective experiences of the five working group members, all of whom are chairs of academic radiology departments. The resulting dashboard was unanimously approved by the remaining 14 DEI committee members and endorsed by the SCARD board of directors.

Challenges Encountered by the Deans, Chairs of the Academic Departments, and the Faculty in Training of Quality Graduates in the Universities

Training of quality graduates in the universities requires a multifaceted approach at all levels of management. Universities having been accredited it is presumed that they have policies in place, appropriate curricula, resources, appropriate management structures, processes, and best management practices to support the training of quality graduates. Deans, Chairs of Academic departments, and faculty are key in ensuring that training of quality graduates is successfully attained by facilitating curriculum development, implementation and leadership, effective teaching and learning, and faculty support. This is made possible by identifying management practices that are important for each key area to ensure effectiveness and efficiency. However, the literature available indicates that Deans, Chairs of Academic departments, and faculty are not able to successfully identify and implement these best management practices due to several challenges encountered in day-to-day activities. These challenges affect the entire process of producing holistic graduates. Therefore, the study set out to establish the challenges encountered by the Deans, Chairs of Departments, and faculty staff in implementing management practices in the universities with a view to training quality graduates. The research used a descriptive survey research design. The target population was the universities in Kenya where six universities were sampled. The study revealed that there exist challenges that limit deans, chairs of departments, and faculty in producing holistic graduates in the universities. Based on the findings there is a need to review policies on staff loading, resource allocation, and institutionalizing rewards systems.

Gender Differences in Experiences of Leadership Emergence Among Emergency Medicine Department Chairs

The number of women entering medicine continues to increase, but women remain underrepresented at all tiers of academic rank and chair leadership in EM. The proportion of female chairs in EM has not exceeded 12% in 2 decades. To compare how male and female EM chairs experience leadership emergence, with attention to factors associated with support of the emergence of female chairs. This qualitative descriptive study was conducted between April 2020 and February 2021 at 36 US academic EM departments. Eligible participants were all current and emeritus female EM academic department chairs (with a possible cohort of 20 individuals) and an equal number of randomly selected male chairs. Semistructured interviews were conducted via teleconferencing with an 11-item interview guide. Qualitative findings identifying similarities and gender differences in leadership emergence were collected. Among 20 female chairs in EM, 19 women (mean [SD] age, 56.2 [7.1] years) participated in the study (95.0% response rate). There were 13 active chairs, and 6 women were within 5 years of chair leadership. Among 77 male chairs in EM identified and randomized, 37 men were invited to participate, among whom 19 individuals (51.4%) agreed to participate; 18 men (mean [SD] age, 52.2 [7.5] years) completed their interviews. Reflecting upon their experiences of leadership emergence, male chairs saw leadership as their destiny, were motivated to be chairs to gain influence, were dismissive of risks associated with chairing a department, and were sponsored by senior male leaders to advance in leadership. Female chairs saw leadership as something they had long prepared for, were motivated to be chairs to make a difference, were cautious of risks associated with chairing a department that could derail their careers, and relied on their own efforts to advance in leadership. This study found that experiences of leadership emergence differed by gender. These results suggest that leadership development strategies tailored to women should promote early internalization of leadership identity, tightly link leadership to purpose, cultivate active sponsorship, and encourage women's risk tolerance through leadership validation to support women's development as leaders and demonstrate a commitment to gender equity in EM leadership.

Career transitions: Reflections of former chairs and academic health center leaders

The 2022 Association of Pathology Chairs Annual Meeting included a live discussion session and a pre-meeting recorded panel webinar sponsored by the Senior Fellows Group (former chairs of academic departments of pathology who have remained active in the Association of Pathology Chairs). The presentation was focused on transition planning for academic health center leaders. Each of the discussion group panelists had served as a pathology department chair as well as in more senior leadership positions, and they provided perspectives based upon their personal experiences. It was noted that such positions are often “at will” appointments of indeterminate length and that those above department chair generally carry greater risks and less stability. Becoming “addicted” to a leadership position was not considered beneficial to the individual or to the institution served and makes transitioning more difficult. Ongoing organizational succession planning was deemed helpful to mitigate such addiction and facilitate personal transition planning. Modes of transitioning discussed included those planned (e.g., voluntary retirement, resignation, administrative advancement) and unplanned (e.g., being “fired”; unexpected personal, health, or family issues). Unplanned transitions were felt to be more difficult, while anticipating when it is time to go and planning for it provided greater personal fulfillment after transition. Many career options were identified after serving in a leadership position, including a return to teaching, research, and/or clinical service; writing; mentoring; becoming more active in professional organizations and boards; philanthropic work; and “reinventing oneself” by moving to another career entirely.

Advanced practice providers in academic emergency medicine: A national survey of chairs and program directors.

The Society for Academic Emergency Medicine Board of Directors convened a task force to elucidate the current state of workforce, operational, and educational issues being faced by academic medical centers related to advanced practice providers (APPs). The task force surveyed academic emergency department (ED) chairs and residency program directors (PDs). The survey was distributed to the Association of Academic Chairs of Emergency Medicine (AACEM)-member chairs and their respective residency PDs in 2021. We surveyed 125 chairs with their self-identified PDs. The survey sampled hiring, state-independent practice laws, scope of practice, teaching and supervision, training opportunities, delegation of procedures between physician learners and APPs, and perceptions of the impact on resident and medical student education. Of the AACEM-member chairs identified, 73% responded and 47% of PDs responded. Most (98%) employ either physician assistants or nurse practitioners. Among responding departments, 86% report APPs working in fast-track settings, 80% work in the main ED, and 54% work in the waiting room. In 44% of departments, APPs and residents evaluate patients concurrently, and 2% of respondents reported that APPs manage high-acuity patients without attending involvement. Two-thirds of chairs believe that APPs contribute positively to the quality of patient care, while 44% believe that APPs contribute to the academic environment. One-third of PDs believe that the presence of APPs interferes with resident education. Although 75% of PDs believe that residents require training to work effectively with APPs in the ED, almost half (49%) report zero hours of training around APP supervision or collaborative skills. APPs are ubiquitous across academic EDs. Future research is required for academic ED leaders to balance physician and APP deployment across the academic ED within the context of patient care, resident education, institutional resources, professional development opportunities for APP staff, and standardization of APP EM training.

Setting Up for Success: Strategies to Foster Surgeons’ Pursuit of Basic Science Research

Surgeons make important contributions to basic science research and are in a unique position to innovate scientifically. The number of surgeons pursuing basic science research has been declining over the past two decades. We sought to describe perceived barriers to surgeons' pursuit of basic science research and identify interventions that mitigate these obstacles. An online survey was sent to chairs of academic surgery departments and practicing surgeons involved in basic science research. A subset of these participants were interviewed about their experiences. Interviews were audio-recorded, transcribed, and uploaded to NVivo. Two coders developed a codebook using inductive content analysis to identify relevant themes. 97 people responded to the survey, 27 (29%) were department chairs. Major barriers to basic science research for all respondents were lack of funding, clinical duties and lack of dedicated time for research. Nine surgeons and three departmental chairs were subsequently interviewed. The importance of having clear research goals and timetables with specific plans for attaining funding were mentioned by all. Chairs described the usefulness of embedding early surgeon scientists in their scientific mentors' labs in a post-doctoral model. Additionally, departmental leaders must actively work to protect surgeon scientists from encroaching clinical and administrative demands. While barriers to surgeons' pursuit of basic science research exist, the surgeon scientist is a phenotype that can be fostered with the dedication and commitment of surgeons to continue to pursue science research and active support of departmental leadership.

The Impact of COVID-19 on Academic Department Chairs: Heightened Complexity, Accentuated Liminality, and Competing Perceptions of Reinvention.

This article explores the impact of the COVID-19 pandemic on academic department chairs. Through a survey of 172 department chairs in the United States, the central findings of this research—intensified challenges, a multidirectional leadership pivot, and competing perceptions of higher education reinvention—reinforce the liminality of the academic chairperson role, highlight the need for increased training and development opportunities for individuals engaged in this work, and offer a reminder of ensuring that the broader perspectives of department chairs are included in efforts to reinvent institutions of higher education. These findings depict crisis leadership as a required competency for academic leaders.

Here to chair: Gender differences in the path to leadership

AbstractObjectiveCareer paths leading to department chair positions are elusive. Women represent only 11% of academic emergency department (ED) chairs. It is unclear whether the pathway to chair is different for men and women; the characteristics, achievements, and qualifications among those who become ED chairs is unknown.MethodsThis study is a cross‐sectional analysis of curriculum vitae (CV) of current ED chairs in departments with Accreditation Council for Graduate Medical Education (ACGME)‐accredited residency programs. Former women chairs were included due to paucity of current women chairs. Statistics were calculated using bivariate and multivariate analysis.ResultsOf 163 eligible chairs, 88 CV (54%) were obtained, including six former women chairs. A majority (86.4%) self‐identified as White/Caucasian, 21.5% were women, 46% were chief residents, 28.4% completed additional postgraduate degrees, and 21.8% were fellowship trained. At time of chair appointment, 58% were professor rank, 53.5% held ED operations roles, and 32% served as vice chair. Women were more likely to be in educational (53% vs. 22%) versus operational (26% vs. 61%, p = 0.02) roles. Women obtained more advanced degrees (47% vs. 25%, p = 0.02), were awarded more nonfederal grants (median = 7 vs. 3, p = 0.04), and achieved more national committee leadership (median = 4 vs. 1, p = 0.02). There were no gender differences in fellowship training, awards, leadership training programs, publications, federal grants, or national/international lectures after adjusting for years in practice.ConclusionWhile the majority of chairs held prior leadership roles in ED operations, only one in five women chairs did, suggesting gender differences in the path to chair attainment. These differences in paths may contribute to persistent gender disparities in ED chairs and may be influenced by career path choices, implicit bias, and structural barriers.

Evaluating Organizational Hypocrisy within Universities as Toxic Leadership Behavior

As academic managers, college deans, associate deans, assistant deans, department chairs, and program coordinators play pivotal leadership roles within universities. It is, therefore, crucial to understand their organizational behavior. Without ascribing causal values to conduct, this study hypothesizes that academic managers repeatedly practice workplace hypocrisy. To test this postulation, the study seeks to identify the characteristics of perceived hypocrisy before exploring the possible similarities between hypocritical behavior and toxic leadership behavior. The data were obtained via open-ended questions answered by 175 academic managers and 517 professors working in 13 universities. The results of the analyses support the initial hypothesis: 81% of all respondents reported experiencing more than one hypocritical incident in the last year; 84% of the academic managers and 64% of the professors testified to being directly affected by first-hand hypocrisy. The responses revealed four groups of hypocritical characteristics; dishonesty, attacking others, disregard to institutional wellbeing, and disingenuous personality. Similarities between hypocritical and toxic characteristics were discussed followed by theoretical and practical implications of the findings.