This study explores the impact of counterproductive leadership behaviors in military-influenced academic institutions, where hierarchical structures may intensify dysfunctional leadership dynamics. Using a mixed-methods approach, the research combines quantitative survey data from 681university students at Universidad de las Fuerzas Armadas ESPE in Ecuador; with qualitative analysis grounded in psychological diagnostic frameworks (DSM-IV-TR, DSM-5, and ICD-10). Additionally, this study investigates the relationship between specific personality traits—such as narcissism, obsessive-compulsiveness, and avoidant tendencies—and leadership behaviors perceived as authoritarian, micromanaging, or emotionally detached; where findings from statistical analyses (ANOVA, t-tests, logistic regression) revealed that micromanagement and authoritarianism were the most frequently reported counterproductive behaviors, linked to decreased student motivation and perceptions of organizational justice. Qualitative insights further contextualize these behaviors within personality-based leadership theories, suggesting that pathological traits may predispose individuals to destructive leadership styles in rigid organizational cultures. Cluster analysis identified student perception profiles, indicating that while counterproductive leadership is not universal, its presence in certain departments or leadership roles can disproportionately affect academic satisfaction and institutional trust. The study recommends leadership development programs that prioritize empathy, effective communication, and participatory decision-making, especially in institutions with strict hierarchical influences; contributing to the academic literature on leadership psychology and higher education management, offering actionable insights for leadership training, institutional policy reform, and the promotion of inclusive academic environments.