Data were collected from two undergraduate student samples to examine (i) the relations of the ‘Dark Triad’ variables (Machiavellianism, Psychopathy, and Narcissism) with the HEXACO personality dimensions, as well as (ii) the ability of the aforementioned characteristics and of the Big Five personality factors to predict outcome variables related to sex, power, and money. Results indicated that the common variance of the Dark Triad was very highly correlated with low Honesty–Humility and that the unique variance of each of the Dark Triad variables also showed theoretically meaningful relations with the other five HEXACO factors. Furthermore, the Dark Triad and Honesty–Humility were strong predictors of three domains of outcome variables—Sex (short‐term mating tendencies and sexual quid pro quos), Power (Social Dominance Orientation and desire for power), and Money (conspicuous consumption and materialism)—that were not well predicted by the dimensions of the Big Five. Copyright © 2012 John Wiley & Sons, Ltd.

In the present study, we investigated the role of personality in understanding impression management (IM) behaviors. We hypothesized that the HEXACO model of personality could provide an intricate understanding of the dispositional bases of IM behaviors, as well as coworkers' ability to accurately perceive the IM of those they work with. Using 2 samples (N = 176 and N = 366), we found that the common core underlying 5 IM behaviors possesses a strong negative relationship with the personality trait of Honesty-Humility, such that individuals low in this trait were more likely to report using all IM behaviors. Furthermore, we found that the unique variance associated with specific IM behaviors can be understood using other traits included in the HEXACO personality model, including Emotionality, Extraversion, Agreeableness, and Conscientiousness. In a subset of the data (N = 100), we examined self-coworker convergence in IM and personality. We found that while coworkers are adequate at judging traditional personality traits, the self-coworker convergence for all 5 IM behaviors, as well as the personality trait of Honesty-Humility, were not significant. This adds to a growing body of evidence that coworkers may not be good at accurately perceiving IM or Honesty-Humility in the workplace.

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The present study investigated the association between personality and job interview performance, as mediated by applicant use of impression management (IM) behaviours. We focused primarily on the novel role of Honesty‐Humility, with a secondary focus on Extraversion and an exploratory examination of other HEXACO personality traits. The sample consisted of 212 management students participating in high fidelity mock interviews with 70 experienced interviewers. Findings indicated that, across both self‐ and peer reports of personality, (low) Honesty‐Humility, (high) Extraversion, and (low) Emotionality predict IM use. In addition, mediation analyses indicated that individuals high in Extraversion and low on Emotionality may perform better in the interview through their use of IM. On the other hand, while Honesty‐Humility indirectly impacted interview performance through several paths, the overall effect was null, such that individuals low in Honesty‐Humility did not perform better in the interview. This is because they used both forms of IM that led to success, and those that detracted from success, thereby cancelling each other out. This study informs our knowledge of personality and interview performance, such that differences in the IM behaviours an individual chooses have implications for whether individuals with certain traits are successful.Practitioner points Impression management behaviours have an important impact on how applicants are evaluated by interviewers. Individuals who engage in IM may not be those who are necessarily better at the job once hired. They are predominantly high in Extraversion and low in Honesty‐Humility.