Shedding Light on Leaders’ Self-Interest: Theory and Measurement of Exploitative Leadership

Schmid, E.; Verdorfer, Armin Pircher; Peus, Claudia

doi:10.5465/ambpp.2014.13714abstract

Cited by 24 publications

(155 citation statements)

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“…Tepper, 2000), narcissistic leadership (e.g. Rosenthal & Pittinsky, 2006), exploitative leadership (Schmid, Verdorfer & Peus, 2017), and sexual harassment (Fitzgerald, et al, 1988). In contrast to the research on negative interpersonal behaviors, research on employee-organizational relationships tends to emphasize positive or neutral relationships, treating negative events as occurring within an overall positive relationship (Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008).…”

Section: Employee Exploitation In Organizational Researchmentioning

confidence: 99%

Eyes Wide Open: Perceived Exploitation and Its Consequences

Livne-Ofer

Coyle‐Shapiro

Pearce

2019

AMJ

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We wish to thank Editor Jason Shaw and the anonymous reviewers for their insightful suggestions and comments throughout the review process, which helped to significantly improve our article. We are also grateful to Lynn Shore, Jonathan Booth and Chiahuei Wu for their invaluable feedback earlier in the process, as well as Adi Broyde, Ofir Livne and Sean O'Gorman for their assistance in data collection.

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Section: Employee Exploitation In Organizational Researchmentioning

confidence: 99%

Eyes Wide Open: Perceived Exploitation and Its Consequences

Livne-Ofer

Coyle‐Shapiro

Pearce

2019

AMJ

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“…below these group factors ( Sackett and DeVore, 2001 ). Although measures for these concepts might include one or two items referring to self-interested behaviors (e.g., Schmid et al, 2017 ), these concepts do not explicitly include self-serving behavior in their definitions.…”

Section: Introductionmentioning

confidence: 99%

No Regard for Those Who Need It: The Moderating Role of Follower Self-Esteem in the Relationship Between Leader Psychopathy and Leader Self-Serving Behavior

et al. 2018

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Recent instances of corporate misconduct and examples of blatant leader self-serving behavior have rekindled interest in leader personality traits as antecedents of negative leader behavior. The current research builds upon that work, and examines the relationship between leader psychopathy and leader self-serving behavior. Moreover, we investigate whether follower self-esteem affects the occurrence of self-serving behavior in leaders with psychopathic tendencies. We predict that self-serving behaviors by psychopathic leaders are more likely to occur in the interaction with followers low in self-esteem. We first conducted an experimental study (N = 156), in which we manipulated follower self-esteem, measured leader psychopathy, and assessed their combined effect on leader self-serving behavior using an ultimatum game. We then conducted a multi-source field study (N = 124 leader–follower dyads) using questionnaires to assess leader psychopathy, follower self-esteem, and perceived leader self-serving behavior. Across both studies, we found that leader psychopathy was positively related to their self-serving behavior, but only when followers had low rather than high self-esteem. As expected, our studies showed that the degree to which (perceived) psychopathic traits of leaders are reflected in their behavior depends on the characteristics of their followers. Apparently, the behavioral expression of negative leader traits is not only a matter of the trait strength, but instead is the result of the interplay between leader and follower in a certain context.

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“…This is especially true when considering the dark side of personality and leadership. Although—especially in the wake of several high-profile corporate scandals (e.g., Enron, WorldCom, Volkswagen)—a bourgeoning field of research on dark personality traits (Hogan and Hogan, 1997 ; Paulhus and Williams, 2002 ; Chabrol et al, 2009 ; Buckels et al, 2014 ) and dark leadership styles (Tepper, 2000 ; Reed, 2004 ; Rosenthal and Pittinsky, 2006 ; Hauge et al, 2007 ; De Hoogh and Den Hartog, 2008 ; Schmid Mast et al, 2009 ; Ghorbani et al, 2010 ; Schyns and Schilling, 2013 ; Boddy, 2017 ; Schmid et al, in press ) has emerged, these two fields of research remain by-and-large separate.…”

Section: Introductionmentioning

confidence: 99%

Three Nightmare Traits in Leaders

Vries

2018

Front. Psychol.

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This review offers an integration of dark leadership styles with dark personality traits. The core of dark leadership consists of Three Nightmare Traits (TNT)—leader dishonesty, leader disagreeableness, and leader carelessness—that are conceptualized as contextualized personality traits aligned with respectively (low) honesty-humility, (low) agreeableness, and (low) conscientiousness. It is argued that the TNT, when combined with high extraversion and low emotionality, can have serious (“explosive”) negative consequences for employees and their organizations. A Situation-Trait-Outcome Activation (STOA) model is presented in which a description is offered of situations that are attractive to TNT leaders (situation activation), situations that activate TNT traits (trait activation), and the kinds of outcomes that may result from TNT behaviors (outcome activation). Subsequently, the TNT and STOA models are combined to offer a description of the organizational actions that may strengthen or weaken the TNT during six career stages: attraction, selection, socialization, production, promotion, and attrition. Except for mainly negative consequences of the TNT, possible positive consequences of TNT leadership are also explored, and an outline of a research program is offered that may provide answers to the most pressing questions in dark leadership research.

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Shedding Light on Leaders’ Self-Interest: Theory and Measurement of Exploitative Leadership

Cited by 24 publications

References 0 publications

Eyes Wide Open: Perceived Exploitation and Its Consequences

Eyes Wide Open: Perceived Exploitation and Its Consequences

No Regard for Those Who Need It: The Moderating Role of Follower Self-Esteem in the Relationship Between Leader Psychopathy and Leader Self-Serving Behavior

Three Nightmare Traits in Leaders

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