Purpose -The purpose of this paper is to examine whether self-defeating behaviors are correlated with leader derailment, and to compare self-defeating behaviors to the previously identified derailment theme "Problems with Interpersonal Relationships". Design/methodology/approach -Deans at AACSB International-accredited business schools were surveyed about "Problems with Interpersonal Relationships" and self-defeating behaviors (SDBs) that one to two of their derailed direct reports may have portrayed. SDBs were analyzed for their strength of association with derailment and compared to the derailment theme "Problems with Interpersonal Relationships." Findings -Results indicated that SDBs are multi-dimensional and those behaviors that involve interaction with others were significantly associated with leader derailment. Further, the results suggest that SDBs were significantly more indicative of derailment than were "Problems with Interpersonal Relationships". Research limitations/implications -The small sample size may limit the ability to generalize the results of the study. Further, the lack of a comparison group of non-derailed leaders does not rule out the possibility that they may also exhibit SDBs. Practical implications -As the baby-boomer generation leaves the workforce over the coming years, the demand for competent leadership will increase dramatically. Companies need to understand the underlying causes of derailment and take appropriate steps to minimize its impact. Originality/value -Previous research on self-defeating behaviors has focused on an individual's potential to derail. This study is unique in that it links SDBs to practicing leaders and relies on supervisor ratings (rather than self-reports) of SDBs.
In this study we examined the relationship between two interpersonal constructs, emotional labor and political skill, finding that they are related. People who possess high levels of political skill and people who perceive high expectations to express positive emotions at work are likely to make efforts to internalize their display of positive emotions through deep acting. People who perceive high expectations to suppress negative emotions at work are likely to engage in superficial displays of emotion through surface acting. We then examined whether these relationships held across job types within the IT/IS industry, an understudied industry with regard to either emotional labor or political skill. We found that perceptions of positive display rules and levels of political skill differed by job type, but that perceptions of negative display rules, surface acting and deep acting did not. In particular, analysts and managers have higher perceptions of positive display rules and higher levels of political skill than do programmers and technical support personnel. These findings encourage further research on the relationship between emotional labor and political skill, along with further comparisons of emotional labor and political skill across job types within a single industry. The findings also suggest that emotional labor capabilities and level of political skill be a consideration when selecting and matching IT/IS personnel to particular job types. Once IT/IS personnel are hired, the findings of this study indicate that development programs for them should include training that will increase their emotional labor capabilities and their level of political skill.
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