The roles of character and charisma in evaluating leadership: Effects of dark triad and honesty-humility traits, attributed charisma, and COVID-19 crisis anxiety in rejecting a presidential leadership candidate

Williams, Ethlyn A.; Pillai, Rajnandini; McCombs, Kate Marie; Lowe, Kevin B.

doi:10.1016/j.paid.2021.111035

Cited by 5 publications

(8 citation statements)

References 29 publications

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“….). A similar approach is used in previous research on leadership traits to collect reports on perceived traits (Williams et al, 2021). The three dimensions were all highly correlated at 0.87 and 0.91 for Machiavellianism with narcissism and psychopathy; and 0.87 for narcissism with CEO dark triad traits and COVID-19 response psychopathy.…”

Section: Methodsmentioning

confidence: 94%

“…Dark triad traits describe leaders with narcissism (inflated self-views), Machiavellianism (manipulation and lack of concern for others) and psychopathy (disregard for others and social norms) that lead to counterproductive work behaviors and over time harm other members and organizational functioning (Jonason et al, 2015). Conceptually, the dark triad represents a short-term, agentic, exploitative social strategy (Jonason and Webster, 2010); with empirical evidence suggesting that narcissism, psychopathy and Machiavellianism measure a single, latent construct Williams et al, 2021). Hereafter we employ the term dark triad to represent this construct.…”

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confidence: 99%

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CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership

Williams,

McCombs,

Pillai

et al. 2024

JMP

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PurposeThis research aims to examine the influence of Chief Executive Officer (CEO) dark triad traits, follower COVID-19 anxiety and self-leadership on follower evaluations of the effectiveness of organizations’ response to the COVID-19 pandemic crisis.Design/methodology/approachIn this paper data were collected over two time periods. At time 1, mid-October 2021, 650 participants responded to questions on their CEO’s leadership traits and self-leadership. At time 2, (3-week lag) 275 matched individual responses provided followers’ evaluations of the effectiveness of the organization’s COVID-19 response and follower self-leadership.FindingsCEO dark triad traits had direct and indirect negative effects on followers’ evaluations of the organization’s COVID-19 response (through COVID-19 anxiety). Follower self-leadership mitigated the negative effects.Research limitations/implicationsBy examining the moderating role of self-leadership, we can offer organizations evidence-based strategies to mitigate some harmful effects of leaders exhibiting dark triad traits.Practical implicationsGiven that organizations are still dealing with the ongoing ramifications of COVID-19 and planning for future crises, our findings emphasize the negative effects of dark traits on COVID-19 anxiety, and in turn, on follower’s evaluation of effective organization response to a crisis, highlighting the importance of top-level leader selection.Social implicationsOur results bolster Manz’s (1986) argument that self-leadership might be key to achieving peak performance in organizations and important for follower well-being.Originality/valueThis study of dark traits is especially important in a crisis context to understand how leaders affect followers’ perceptions about organizational outcomes and factors that might mediate or moderate the negative impact. Despite interest in understanding leadership during a crisis, the majority of research is focused on positive traits of leaders (Palmer et al., 2020).

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Section: Methodsmentioning

confidence: 94%

mentioning

confidence: 99%

CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership

Williams,

McCombs,

Pillai

et al. 2024

JMP

Self Cite

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“…Like many other leadership styles, this socially desirable leadership characteristic can have positive, neutral, or negative effects depending on both the situation and the followers’ dispositional traits. However, only a scarcity of studies empirically explores the charismatic leadership effect during a crisis (e.g., Crayne & Medeiros, 2021; Williams et al ., 2021). This scarcity offers an opportunity for future research to further develop an understanding of when and why charismatic leadership might not always be the best “fit” in crisis situations.…”

Section: Discussionmentioning

confidence: 99%

Charismatic Leadership Is Not One Size Fits All: The Moderation Effect of Intolerance to Uncertainty and Furlough Status During the COVID-19 Pandemic

Klein

Delegach

2023

Journal of Leadership & Organizational Studies

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This study aims to examine the effect of charismatic leadership on followers’ attitudinal, emotional, and well-being outcomes in a crisis setting. Combining leadership literature with Conservation of Resources and leader-follower distance theories, we propose that the effect of charismatic leadership on follower outcomes depends on the interplay between the follower's furlough status during the lockdown period and their Intolerance to Uncertainty (IU) dispositional characteristic. A cross-sectional study was conducted 1947 at two points in time: during the first lockdown (March–April 2020) and four months after the lockdown (August 2020). The final sample included 336 employees with data for both points in time ( n = 199 continued to work during the lockdown, n = 137 were on furlough). The findings confirmed the study's hypotheses and revealed that charismatic leadership significantly contributed to employee outcomes only in the case of furloughed employees with low levels of IU and of continuously-employed employees with high levels of IU. It did not make a similar contribution in the edge cases—employees with low IU levels who continued to work during the lockdown or those with high levels of IU who were furloughed. This study provides novel insights into the relationship between charismatic leadership effectiveness and follower outcomes, and informs managers how to better adjust their leadership style to their followers in a crisis setting. The findings extends our knowledge about charismatic leadership by suggesting the mutual contribution of the distance dimension and employee dispositional characteristics as a boundary condition to charismatic leadership effectiveness.

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“…В представлениях современного поколения молодежи наиболее важными качествами лидера являются целеустремленность, доброта, харизматичность, честность, направленность на самообразование и самомотивацию, способность к командной работе, также ценятся уверенность, ум и образованность, ответственность, рискованность и решительность. Следует отметить, что приписываемая лидеру харизматичность, продиктованная наличием у него честности и смирения, отмеченная представителями обеих поколенческих групп, согласно исследованиям, более важна на этапе становления и выдвижения лидера, в дальнейшем значимость харизмы для действующего лидера значительно снижается [20], а выраженность такого качества, как коммуникабельность важна при организации командной работы, а также позволяет лидеру поддерживать связь со своими сторонниками [16]. 4.…”

Section: таблица 1 социальная активность молодежных лидеров в предста...unclassified

Social Activity of Youth Leaders in the Ideas of Youth of Different Generations

Arendachuk¹,

Klenova²,

Usova³

2022

Bulletin of Udmurt University. Series Philosophy. Psychology. Pedagogy

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The aim of the research presented in this article is to identify differences in ideas of how young people belonging to different generations perceive the youth leaders’ social activity. Presumably there are differences in the ideas about the structure of social activity of youth leaders and its conditionality by personal factors among young people of different generational groups. The empirical sample consisted of representatives of the older generation (youth of the early 1990s aged 16 to 29 years, N = 208) and the modern generation (modern youth aged 16 to 26 years, N = 217) mostly female (63,7%). The questionnaire compiled by the authors was used to study the forms of social activity and its manifestations at the levels of behavior and personal characteristics of youth leaders. The study of ideas about the personal qualities of youth leaders was carried out by content analysis based on the results of an associative experiment. It is shown that the youth leaders of the older generation were more than the leaders of today's youth focused on the manifestation of altruistic, cultural, civil, sports, health and political forms of social activity. The study has showed that the personal effects of social activity are more pronounced in the youth leaders of the modern generation. The universal qualities of the leader's personality are revealed (honesty, purposefulness, charisma, confidence, responsibility, kindness, intelligence and education, focus on self-education and self-motivation). They turned out to be equally significant in the views of young people of both generational groups. An applied aspect of the problem investigated can be realized in the development of programs of youth policy and training of future leaders for various spheres of society.

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The roles of character and charisma in evaluating leadership: Effects of dark triad and honesty-humility traits, attributed charisma, and COVID-19 crisis anxiety in rejecting a presidential leadership candidate

Cited by 5 publications

References 29 publications

CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership

CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership

Charismatic Leadership Is Not One Size Fits All: The Moderation Effect of Intolerance to Uncertainty and Furlough Status During the COVID-19 Pandemic

Social Activity of Youth Leaders in the Ideas of Youth of Different Generations

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