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Numerous studies have shown that colleges and departments at the University of Technology (UoT) are frequently overseen by mid-level management, who may not possess a thorough understanding of the potential effects of UoT choices on employee well-being in the workplace. Some of these leaders neglect employees by displaying autocratic or poisonous characteristics, instead than embodying ethical and effective leadership that fosters the principles of 'Spirit of Ubuntu' ethics. Thus, the research aimed to investigate the dynamics of subordinate leadership and employee interactions in the workplace for potential evidence of unethical leadership styles and behaviours at a University of Technology in South Africa. Quantitative data was obtained from 312 out of 420 employees, yielding a response rate of 74%. The inferential results substantiate the alternative hypothesis that lower-level leadership exhibits immoral tendencies in the workplace. Moreover, the findings of the hypothesis indicate that certain lower-level leaders may not consistently exemplify role modelling, transparency, and ethical behaviour. Furthermore, they may neglect to cultivate an environment that emphasises respect, trust, and equality among employees or sufficiently consider the ethical ramifications of UoT decisions. The research consequences indicate that certain lower-level executives lack mentorship, transparency, and ethical conduct. Consequently, certain lower-level leaders are reluctant to exhibit unusual dedication to resolving faculty or departmental issues. The study advocates for the introduction of annual anonymous assessments of subordinate leadership, which may reinforce the UoT’s principles of transparency, professionalism, fairness, responsibility, honesty, and integrity. These research findings may be utilised by other organisations investigating the correlation between lower-level leadership (Supervisors, Heads of Departments, etc.) and employees.

Numerous studies have shown that colleges and departments at the University of Technology (UoT) are frequently overseen by mid-level management, who may not possess a thorough understanding of the potential effects of UoT choices on employee well-being in the workplace. Some of these leaders neglect employees by displaying autocratic or poisonous characteristics, instead than embodying ethical and effective leadership that fosters the principles of 'Spirit of Ubuntu' ethics. Thus, the research aimed to investigate the dynamics of subordinate leadership and employee interactions in the workplace for potential evidence of unethical leadership styles and behaviours at a University of Technology in South Africa. Quantitative data was obtained from 312 out of 420 employees, yielding a response rate of 74%. The inferential results substantiate the alternative hypothesis that lower-level leadership exhibits immoral tendencies in the workplace. Moreover, the findings of the hypothesis indicate that certain lower-level leaders may not consistently exemplify role modelling, transparency, and ethical behaviour. Furthermore, they may neglect to cultivate an environment that emphasises respect, trust, and equality among employees or sufficiently consider the ethical ramifications of UoT decisions. The research consequences indicate that certain lower-level executives lack mentorship, transparency, and ethical conduct. Consequently, certain lower-level leaders are reluctant to exhibit unusual dedication to resolving faculty or departmental issues. The study advocates for the introduction of annual anonymous assessments of subordinate leadership, which may reinforce the UoT’s principles of transparency, professionalism, fairness, responsibility, honesty, and integrity. These research findings may be utilised by other organisations investigating the correlation between lower-level leadership (Supervisors, Heads of Departments, etc.) and employees.