The higher you climb: Dark side personality and job level

Gøtzsche-Astrup, Oluf; Jakobsen, Joan; Furnham, Adrian

doi:10.1111/sjop.12305

Cited by 19 publications

(7 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Finally, everyone has some dark-side tendencies, and highly talented people, including high-potentials and those in executive roles, usually have more, and more elevated, derailers than the general working population (Davies, 2009; Gøtzsche-Astrup et al, 2016; Palaiou & Furnham, 2014; Winsborough & Sambath, 2013). The principle that risk and reward go together applies to talent: The greater the upside potential, the greater the downside risk.…”

Section: Lesson 1: Defining the Dark Sidementioning

confidence: 99%

Twenty years on the dark side: Six lessons about bad leadership.

Hogan

Kaiser²,

Sherman

et al. 2021

Consulting Psychology Journal: Practice and Research

View full text Add to dashboard Cite

Twenty years ago, Robert and Joyce Hogan introduced the concept of the dark side of personality as a way to understand incompetent management and bad leadership. The current article traces the development of this line of thinking and highlights 6 lessons learned from 2 decades of research inspired by it: how to define and assess the dark side of personality, the distinction between identity and reputation, the distinction between leadership emergence and leadership effectiveness, the dark side of charisma, the overlooked but pervasive problem of absentee leadership, and the crucial distinction between competition within groups versus competition between groups in the evaluation of leadership. The dark-side perspective helps correct a positivity bias in leadership research and provides insights for improving team, organizational, and national performance by minimizing the selection of the wrong people for leadership roles and enhancing the self-awareness and self-management of those in leadership roles. What's It Mean? Implications for Consulting PsychologyMainstream leadership research has suffered from a positivity bias by focusing on the desirable attributes of leaders to the neglect of the unpleasant reality than many leaders behave badly and cause great harm. This article enhances leader selection and leader development by summarizing six lessons learned in the 20 years since Robert and Joyce Hogan introduced the concept of the dark side of personality and leadership.

show abstract

Section: Lesson 1: Defining the Dark Sidementioning

confidence: 99%

Twenty years on the dark side: Six lessons about bad leadership.

Hogan

Kaiser²,

Sherman

et al. 2021

Consulting Psychology Journal: Practice and Research

View full text Add to dashboard Cite

show abstract

“…This study attempts to understand the relationship between high-flier traits, the dark triad traits, job engagement and subjectively defined success. It is part of a systemic research programme on leadership derailment (Gøtzsche-Astrup et al, 2016;Treglown et al, 2016;Teodorescu et al, 2017). The primary aim of the study is to examine how "bright-side" traits, measured by new and validated measure of high-flying traits (HPTI), and a measure of "dark-side" traits measured by the wellestablished Dirty Dozen measure (Jonason and Webster, 2010) correlate with Work Engagement and subjectively related success.…”

Section: Introductionmentioning

confidence: 99%

The Dark Side of High-Fliers: The Dark Triad, High-Flier Traits, Engagement, and Subjective Success

Furnham

Treglown²

2021

Front. Psychol.

Self Cite

View full text Add to dashboard Cite

The aim of this study was to understand the relationship between bright-side, High Potential and dark-side Dark Triad traits, as well as work engagement on judgements of perceived success. In all, 290 working adults completed questionnaires assessing their High Potential Personality Traits (HPTI), their dark-triad traits, job engagement and self-rated success at work. The data showed that the three dark-triad traits (Narcissism, Psychopathy, Machiavellianism) were systematically and significantly correlated with High Potential traits Adjustment/neuroticism, Tolerance of Ambiguity and Conscientiousness. Three HPTI traits, namely curiosity, Conscientiousness, and courage, were systematically positively correlated with all three engagement measures. Narcissism was strongly related to all measures of engagement. Those with higher scores Adjustment, Courage, and Narcissism and of the male sex, rated their success highest. Job engagement mediated between high-flier and dark-side traits and success ratings. Implications and limitations are discussed.

show abstract

“…In this sample, there were no managers with personality disorders. In contrast, empirical literature shows that certain "dark side personality traits" may occur in leading persons [37]. It may be that interactional capacities which come along with certain personality traits (such as strong assertiveness in cluster B personalities) may contribute to achiving leading positions.…”

Section: Discussionmentioning

confidence: 92%

Psychological capacity limitations according to Mini-ICF-APP are differently related with sick leave in patients from different professional fields

Muschalla

2019

Journal of Psychosomatic Research

View full text Add to dashboard Cite

Objective: Up to 29% of the working population suffer from (chronic) mental disorders and work disability. As different professions pose different psychological capacity demands, one core aspect for describing work disability is psychological capacity limitations. The distribution of capacity limitations in patients with chronic mental disorders (CMD) from different professional fields is unknown, as well as their relation with sick leave. Objective: Are there different work ability limitations in CMD patients working in different professions? Methods: 263 CMD patients from different professions were investigated cross-sectionally in a thorough medical and psychological assessment by a trained psychosomatic study physician. Besides CMD diagnostic (MINI) and subjective work ability limitations (IMET), an observer rating on capacity limitations was conducted with Mini-ICF-APP. Results: No relevant differences in perceived work ability limitations were found between the professions. Differences of capacity limitations were better explained by psychopathology than by profession. But capacity limitations were differently related with sick leave in different professions and there are differences in sick leave duration. Conclusions: The variance of capacity limitations was explained by psychopathology. The variance of sick leave duration was explained by profession. Similar capacity limitations are associated differently with sick leave in different professions. Different professional fields may have different tolerances towards the same capacity limitations. Therefore, similar capacity limitations are more or less strongly associated with sick leave in different professions.

show abstract

The higher you climb: Dark side personality and job level

Cited by 19 publications

References 37 publications

Twenty years on the dark side: Six lessons about bad leadership.

Twenty years on the dark side: Six lessons about bad leadership.

The Dark Side of High-Fliers: The Dark Triad, High-Flier Traits, Engagement, and Subjective Success

Psychological capacity limitations according to Mini-ICF-APP are differently related with sick leave in patients from different professional fields

Contact Info

Product

Resources

About