The paper examines the relationship between the Dark Triad personality traits and leadership outcomes from the perspective of Generation Z. A quasi-experiment with hypothetical leaders’ scenarios as stimulus was applied in this empirical research.
The profession of a police officer is associated with high levels of stress, which can have harmful consequences for officers’ personal lives, the police organisation, and society. This systematic review aims to synthesise recent literature on the effectiveness of mindfulness-based intervention related to stress reduction (MBIs) in a sample of police officers. The search of relevant articles was applied in four databases (SpringerLink, Web of Science, Academic Search Ultimate (EBSCO), and PubMed), using the following inclusion criteria: (1) study involved police officers; (2) study used (quasi)experimental research design; (3) mindfulness-based stress reduction intervention was applied as the main intervention; and (4) study presented pre- and post-intervention measures and quantitative results of stress. The systematic review of eight articles included in the analysis revealed that MBIs were effective in reducing police officers’ stress and other stress-related outcomes (sleep problems, post-traumatic stress disorder (PTSD), negative affect, burnout).
For quite a long period of time, transformational leadership was related only to positive antecedents and outcomes (van Knippenberg & Sitkin, 2013). However, nowadays researchers are more invited to study the “dark side” of transformational leadership (Eisenbeiß & Boerner, 2013; Vreja, Balan, & Bosca, 2016). The model of dark triad traits (Paulhus & Williams, 2002) could be an interesting topic in this contemporary discussion. Therefore, a quasi experiment was conducted with the aim to analyze the impact of a hypothetical leader’s dark triad traits in assessing transformational leadership. A total of 157 respondents (31 male and 126 females) participated in the quasi experiment. The average age of respondents was 24.87 (SD = 5.4) years, with the average of 4.5 (SD = 5.03) years of working experience. Most of the respondents (62.4%) had higher education. Respondents were asked to fill in the questionnaire about their dark triad traits (SD3, Jones & Paulhus, 2014), to read one of four scenarios (2 x 2 experiment design: male or female leader; a high or low expression of a leader’s dark triad traits) and to evaluate the transformational leadership of a hypothetical leader in the scenario (GTL scale, Carless, Wearing, & Mann, 2000). The analysis revealed that the index of transformational leadership was higher when hypothetical leaders with a low expression of dark triad traits were assessed in comparison with hypothetical leaders who possessed a high expression of dark triad traits. So, the main hypothesis was confirmed. However, an additional analysis of the factors that could be also important in predicting the assessment of transformational leadership did not support the significant role of the assessor’s or the assessee’s gender or the assessing individual’s dark triad traits. Nevertheless, contextual factors in the assessment of transformational leadership deserve further attention from researchers and practitioners. In general, the impact of a hypothetical leader’s dark triad traits in the assessment of transformational leadership is significant: the higher expression of dark triad traits, the less transformational leadership. With reference to scientific literature (Hoch, Bommer, Dulebohn, & Wu, 2018; Brymer & Gray, 2006; Jung, Chow, & Wu, 2003), transformational leadership is set as a criteria of effective leadership. Therefore, if practitioners wish to have an effective leader whom subordinates are ready to follow in their organizations, they should pay attention to how these subordinates evaluate their leaders’ dark triad traits. However, these results need confirmation in a field survey.
Research that combines dark triad traits and positive leadership styles or outcomes is welcome but still scarce. A quasi-experimental study investigated the mediating role of transformational leadership in linking dark triad leader traits with followers’ extra effort, leadership effectiveness, satisfaction with a leader and the moderating role of culture to these relationships. The moderated mediation model was tested with data from 189 respondents (109 from Lithuania and 80 from Turkey). Participants were asked to answer sociodemographic questions, read one out of five scenarios with hypothetical leaders, and rate those leaders with Dirty Dozen and Multifactor Leadership Questionnaires. Results showed that transformational leadership mediated the relationships for dark triad leader traits with followers’ extra effort, leadership effectiveness and satisfaction with a leader. Conditional indirect effects of a leader’s dark triad traits on three leadership outcomes (followers’ extra effort, leadership effectiveness and satisfaction with a leader) were significant only for Lithuanians. Negative traits were related to less positive outcomes through lower transformational leadership. This effect was stronger in the Lithuanian sample.
Work and family are the most important aspects in everyday life that interact with each other simultaneously. The interaction between work and family may cause both negative and positive outcomes that is why scientists and practitioners are seeking to understand how to control them. The purpose of this article was to review existing literature on work-family conflict and enrichment interventions. We conducted a systematic literature review to investigate the evidence-based practises that dealt with reduction of work-family conflict and increase in work-family enrichment. After the screening, 12 articles from 699 unique studies were selected for the in-depth analysis. 11 out of 12 represented interventions confirmed significant positive results about the reduction of work-family conflict or increase in work-family enrichment. It is not surprising that organizations quite often choose training/workshop as the most suitable intervention. Similarly, only one scientific article presented the intervention that used real organizational change to reduce work-family conflict. Additionally, only one intervention was oriented towards the positive side of work family interaction – increase in work-family enrichment. Finally, practical implications and future research directions are proposed in the discussion.
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