Understanding how negative leadership behavior can harm individuals and organizations provides an opportunity to alter or avoid negative behaviors. In this study, the researcher analyzed the impact of negative leadership behaviors on faculty perceptions of perceived organizational support (POS) and job satisfaction. In order to understand this phenomenon, the researcher performed a qualitative case study at three mid-sized, public higher education institutions in the Southern Association of Colleges and Schools Commission on Colleges region. The researcher framed the perceptions of negative leadership using the Destructive and Constructive Leadership model created by Aasland, Skogstad, Nielson, Notalaers, and Einarsen (2010). In this study, the researcher utilized electronic questionnaires, semi-structured interviews, and a focus group interview with tenure and tenure track faculty members. Using grounded theory analysis, the researcher coded the data and found themes regarding negative leadership, POS, and job satisfaction. Based on the responses, the researcher found that faculty most frequently described negative leadership behaviors that affected faculty directly, personality traits associated with negative leadership, and behaviors that involved the treatment of others. She also found that the amount of leadership support the faculty received, the fear of not receiving tenure, and job conditions influenced POS. Job satisfaction was the least influenced by negative leadership behavior, where faculty received more intrinsic rewards from teaching to maintain satisfaction. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]