Document Type : Exploratory
Author
Associate Professor, Department of Management, Ilam University, Ilam, Iran.
Abstract
The metaphor of the “Organizational Bigfoot” refers to powerful, entrenched managers or senior personnel who, through their imposing, invisible, and authoritarian presence, dominate the organizational climate and impede the professional growth of others. The present study aims to conduct a phenomenological and interpretive exploration of the lived-profiles of employees operating under the shadow of such organizational bigfoots. Methodologically grounded in a qualitative approach within the interpretivist paradigm, this research employed interpretive phenomenology as its primary strategy. Data were gathered through in-depth, semi-structured interviews with 25 faculty members and administrative staff at Ilam University. Data were analyzed utilizing Braun and Clarke’s thematic analysis framework. The analytical process yielded 15 sub-themes and 5 overarching main themes, encompassing: “The Imposing Shadow of Covert Authoritarianism,” “Obstruction of the Organizational Ecosystem,” “Psycho-Emotional Attrition,” “Systematic Betrayal,” and “Strategies for Survival and Camouflage.” The findings conclude that the presence of organizational bigfoots engenders a climate of “graveyard silence” and the “sterilization of innovation.” Within such a toxic ecosystem, employees divert their cognitive and emotional energy away from productivity, channeling it instead into concealment and survival strategies. Consequently, the redesign of power structures and the establishment of psychologically safe reporting channels are imperative to neutralize this destructive phenomenon.
Keywords
- Organizational Bigfoot
- Toxic Leadership
- Interpretive Phenomenology
- Thematic Analysis
- Organizational Lived-Profile
Main Subjects
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