9th INTERNATIONAL SELÇUK SCIENTIFIC RESEARCH CONGRESS

Top-down sabotage isn’t just a theoretical issue, it poses a real danger to how organizations operate, especially when it’s the leaders themselves who instigate it. In Albania, where entrenched hierarchies persist and institutions still grapple with the legacy of transition, this problem becomes even more complex. Here, sabotage from above doesn’t have a single source. Political interference, fragile accountability systems, and a culture shaped by decades of centralized power all contribute. This study examines what truly causes leaders to undermine their own organizations. It uses examples from Albanian universities, government agencies, and private sector companies. What emerges again and again? Leaders prioritizing personal interests, networks based on favoritism and loyalty instead of merit, and a deep-seated reluctance to embrace change. These behaviors don’t just slow progress, they permeate the entire system, making real development nearly impossible. The evidence is clear: top-down sabotage isn’t only about a single problematic leader. It’s built into the organizational structure, embedded in power imbalances and weak institutions. By mapping out these roots, this paper gets to the core of why organizations in Albania face such struggles and offers practical ways to counteract them. More transparency, broader participation in decisions, and stronger oversight of those at the top aren’t just slogans; they are essential first steps to breaking this cycle.