Leaders behaving badly: the relationship between narcissism and unethical leadership

Blair, Carrie A.; Helland, Katherine R.; Walton, Bill

doi:10.1108/lodj-09-2015-0209

Cited by 41 publications

(28 citation statements)

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“…Blair et al [43] investigated if highly narcissistic individuals frequently engage in behaviors that are associated with unethical leadership, or not. Unethical leaders operate frequently with an egoistic intent, utilize controlling as opposed to empowering strategies to influence followers, fail to abstain from vices [44] and acting in manipulation and exploitation [45].…”

Section: Negative Leadershipmentioning

confidence: 99%

Negative Leadership in Architectural Design Offices

Kasapoğlu¹

2019

Dark Sides of Organizational Behavior and Leadership

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Building projects performed by a design team, which include the architectural, structural, and building services teams. The success of the project depends on the performance of each team. When a large number of people are working on a project, a high level of successful teamwork is required. As in all teams, an architectural design team needs a leader and, in this case, the owner of the office is the formal leader of the design team. Generally, architects are leaders of both the architectural design team and the design team. As the leader of both groups, the relationship between the leader architect and the groups directly related to the project's success. If the personal objectives of every team member united with the team objectives, members will be more eager to achieve the team objectives. The behaviors of the lead architect are important factors in the performance of the design team in a construction project. The purpose of this study is emphasizing the importance of leadership in architectural design teams. The chapter will mainly focus on the effects of negative leadership on architectural design offices and on how leadership behaviors affect the performance of the design team.

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Section: Negative Leadershipmentioning

confidence: 99%

Negative Leadership in Architectural Design Offices

Kasapoğlu¹

2019

Dark Sides of Organizational Behavior and Leadership

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“…However, narcissists tend to be sensitive to criticism (Rhodewalt and Morf, 1998; American Psychiatric Association, 2013), and narcissism is associated with resistance to feedback (Kernis and Sun, 1994). Even in an assessment center where stakes were low and feedback was not personal, narcissism predicted a negative reaction to feedback (Blair et al, 2017). …”

Section: Introductionmentioning

confidence: 99%

“…In general, narcissists tend to exploit others (Kets de Vries and Miller, 1985), react with rage when favors are not reciprocated (Meier and Semmer, 2012), are threatened by the success of others (Lubit, 2002), and have a tendency to hoard knowledge that may make other people successful (Kearney, 2010). In the workplace, narcissism is associated with counterproductive work behaviors (Penney and Spector, 2002; Blair et al, 2017), and past research indicates a relationship between narcissism and supervisor ratings of interpersonal performance and integrity (Blair et al, 2008). Research examining the relationship between narcissism and group membership indicates that group members might initially see narcissistic team members as agreeable and competent but later reject these same team members due to arrogance and other negative behaviors (Paulhus, 1998).…”

Section: Introductionmentioning

confidence: 99%

Do Big 5 Personality Characteristics and Narcissism Predict Engagement in Leader Development?

2018

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This study examines personality as a predictor of engagement behavior displayed during leader development programs. Leader development engagement behavior (LDEB) is measured by collecting self- and director ratings of behaviors displayed by undergraduate students during 1-year leader development programs (e.g., showing interest in a variety of topics, maintaining a positive attitude, arriving prepared for meetings, engaging with peers, and reflecting on development). Results suggest that factors of the Big 5 personality characteristics and the Narcissism Personality Inventory predict engagement behaviors in leader development. Post hoc analysis was conducted to better understand patterns of relationships between Big 5 factors and narcissism with specific LDEBs. Narcissism is negatively correlated with director ratings of reflection on development and engagement with peers. As a result of this research, leader development program directors should consider the benefits and risks of including narcissistic individuals in leader development programs.

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“…The Dark Tetrad of personality (D4) shows a positive relationship with abnormal accruals (AB), real earnings management (REM), and classification shifting (SHIF), and so CEOs with strong dark personality traits (narcissism, psychopathy, Machiavellianism, and sadism) tend to engage in earnings management. I do not reject hypothesis H1 for earnings management, because CEOs with strong dark personalities use judgment and discretion to alter financial reports to mislead some stakeholder in order to achieve their objectives (Hegarty & Sims Jr., 1979;Healy & Wahlen, 1999;Elias, 2002;Kaplan et al, 2007;Lo, 2008;Duchon & Drake, 2009;Shafer & Wang, 2011;Stevens et al, 2012;Olsen et al, 2014;D'Souza & Lima, 2015;Blair et al, 2017).…”

Section: Discussionmentioning

confidence: 86%

“…Thus, CEOs with high dark personality variables (Psychopathy, Machiavellianism, Sadism, and the Dark Tetrad of personality) tend to commit fraud. Therefore, I do not partially reject hypothesis H1 for fraud because CEOs with these personalities are more prone to engaging in unethical behavior (Hegarty & Sims Jr., 1979;Blickle et al, 2006;Duchon & Drake, 2009;Shafer & Wang, 2011;Stevens et al, 2012;Rijsenbilt & Commandeur, 2013;Driesch et al, 2015;D'Souza & Lima, 2015;Oesterle et al, 2016;Waldman et al, 2004;Wang et al, 2012;Zeigler-Hill & Marcus, 2016;Blair et al, 2017).…”

Section: Discussionmentioning

confidence: 93%

The dark tetrad of personality and the accounting information quality: the moderating effect of corporate reputation

Góis¹

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Góis, A. D. (2017). The dark tetrad of personality and the accounting information quality: The moderating effect of corporate reputation. Doctoral Dissertation, Faculty of Economics, Administration and Accounting (FEA), University of São Paulo (USP). The Upper Echelons Theory states that CEO characteristics, among them the Dark Tetrad (narcissism, Machiavellianism, psychopathy, and sadism) of personality, affect decisionmaking. In an accounting context, the presence of the Dark Tetrad of personality in CEOs can reduce accounting information quality because the personalities of the Dark Tetrad are associated with callousness, impulsivity, manipulation, criminality, grandiosity, enjoyment of cruelty, and misconduct, therefore CEOs with these traits are likely to manipulate earnings or commit fraud. However, companies with strong reputation due to the credibility and trustworthiness built into the company values and culture can reduce the effect of dark personality in accounting information quality. In such context, this study aims to investigate the moderating effect of corporate reputation on the relationship between the Dark Tetrad of personality and accounting information quality. The main assumption is that CEOs with strong Dark Tetrad traits engage more in earnings management and fraud; however, in companies with strong reputation, earnings management and fraud would be lower due to the values, structures, and formal or informal rules built around corporate reputation. This implies that companies with strong reputation tend to suppress the opportunistic actions of CEOs, enabling better accounting information quality. The research design was divided into two parts: the first part involved an archival method and the second part used an experiment method. For the archival method, I analyzed 434 firms (2,645 observations) with headquarters in the United States, covering the period between 2010 and 2017, using abnormal accruals, real earnings management, and classification shifting for earnings management, the overall Fortune's World's Most Admired Companies score for reputation, CEO speeches, and dark personality literature to measure the Dark Tetrad of personality. I ran regressions to test the research hypotheses and found that the Dark Tetrad of personality shows a positive relationship with all types of earnings management. Regarding reputation, only abnormal accruals show a negative relationship with corporate reputation. In turn, the interaction between the Dark Tetrad of personality and corporate reputation is negatively related to all types of earnings management. For the experimental method, I used a 2x2 between-subjects experiment design involving 101 MBA students who, in general, have had experience in management in Brazil and the United States of America. To measure the Dark Tetrad of personality, I used the Short-Dark Triad (Jones & Paulhus, 2014) and the Assessment of Sadistic Personality (Plouffe et al., 2017). For reputation, I adapted the scenarios from Goldberg and Hartwick (1990) and Lafferty (2...

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Leaders behaving badly: the relationship between narcissism and unethical leadership

Cited by 41 publications

References 54 publications

Negative Leadership in Architectural Design Offices

Negative Leadership in Architectural Design Offices

Do Big 5 Personality Characteristics and Narcissism Predict Engagement in Leader Development?

The dark tetrad of personality and the accounting information quality: the moderating effect of corporate reputation

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