Competition, autonomy, and prestige: Mechanisms through which the Dark Triad predict job satisfaction

Jonason, Peter K.; Wee, Serena; Li, Norman P.

doi:10.1016/j.paid.2014.08.026

Cited by 116 publications

(84 citation statements)

References 31 publications

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“…Triad (Jonason, Wee, & Li, 2015). This research points to potential future studies on competition in teams and the effects of having someone high on the Dark Triad scale within the team.…”

Section: Entrepreneurshipmentioning

confidence: 64%

“…The Dark Triad also predicts job satisfaction in a competitive workplace as high levels of narcissism, Machiavellianism, and psychopathy cause them to perceive the world as competitive, so they see a competitive workplace climate more positively than the non‐Dark Triad (Jonason, Wee, & Li, ). This research points to potential future studies on competition in teams and the effects of having someone high on the Dark Triad scale within the team.…”

Section: Future Researchmentioning

confidence: 99%

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Steel sharpens steel: A review of multilevel competition and competitiveness in organizations

Swab

Johnson

2018

J Organ Behavior

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Summary Competition between individuals permeates people's lives as they strive for limited resources, services, and status. However, research on competition and competitiveness in organizations is limited despite its relevance to relational dynamics (e.g., rivalry), individual differences (e.g., traits and gender), social factors (e.g., competitive climate), and organizational outcomes (e.g., work performance and unethical behavior). In this article, we propose a multilevel model of competition and competitiveness that includes the individual, the group, and the situation. By providing a holistic overview of research across a broad array of disciplines, we organize the field and create a usable framework to advance knowledge of competition and competitiveness. In doing so, we identify what we know, what we still need to discover, and provide direction for future research. The article closes with an assessment of methods and measures used in studying competition. In conclusion, this review establishes a multilevel and integrative structure that incorporates individual and team competitiveness with competitive situations that prompt competitive processes and important organizational outcomes.

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“…Triad (Jonason, Wee, & Li, 2015). This research points to potential future studies on competition in teams and the effects of having someone high on the Dark Triad scale within the team.…”

Section: Entrepreneurshipmentioning

confidence: 64%

Section: Future Researchmentioning

confidence: 99%

Steel sharpens steel: A review of multilevel competition and competitiveness in organizations

Swab

Johnson

2018

J Organ Behavior

View full text Add to dashboard Cite

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“…It is unclear, however, whether the tendencies associated with the Dark Triad traits such as aggression (Keller et al, 2014), social dominance (Jonason, 2015), competitiveness (Jonason, Wee, & Li, 2015), and a need to be ''number 1'' (Raskin & Terry, 1988) will diminish relationship stability thereby decreasing reproductive success in both sexes (Bereczkei & Csanaky, 1996), or whether dating, especially in the short-term, a likeminded other who enjoys a drama-filled life (Jonason et al, 2011), thriving on the excitement of risk-taking, drug use, and alcohol consumption (Jonason, Koenig, & Tost, 2010) is preferable. Indeed, there is evidence in support of the former (Smith et al, 2014) and the latter (Keller et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Birds of a “bad” feather flock together: The Dark Triad and mate choice

Jonason

Lyons

Blanchard

2015

Personality and Individual Differences

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a b s t r a c tPrevious research on the Dark Triad traits (i.e., Machiavellianism, psychopathy, and narcissism) has focused solely on the role the Dark Triad traits played in mate choice of actors. The current study (N = 336) extends this by manipulating the apparent levels of Dark Triad traits in targets and correlating mate choice in these targets with individual differences in the Dark Triad traits in actors. As expected, both sexes preferred partners low in the Dark Triad traits for long-term mating, while those high in these traits were preferred for one-night stands. However, women high in psychopathy considered the Dark Triad traits in potential male partners more physically attractive and desirable for an one-night stand, as well as a potential husband. Men who were high on psychopathy were likewise attracted to psychopathy in potential mothers. Our findings are discussed from an evolutionary personality paradigm.

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“…The empirical evidence in transition organizations and economies has shown that bad management/leadership which can be at least attributed to the dark triad personalities (Machiavellianism, narcissism, psychopathy) is responsible for bad organizational and socio-economic results. For example, in "big business" just the cases of Enron, Lehman Brothers, Worldcom, Freddie Mac, Bernie Madoff, and plenty of other multibillion dollar fraud cases have drawn the attention of the public and researchers to the dark triad traits, and negative consequences of such traits in the workplace (Jonason et al, 2015). Therefore this research has a goal to achieve the greater awareness of the dark triad organizational problem, with an emphasis on organizational measures to prevent and diminish it.…”

Section: Destructive Leadersmentioning

confidence: 99%

Dark Triad of Croatian Management Students

Bogdanović¹,

Cingula

2015

CEBR

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This paper researches the so-called "dark triad" personality traits of management student populations, because of their potential to generate dysfunctional organizational behavior and processes. Namely, the dark triad with characteristics such as lack of empathy, willingness to manipulate others (for self-betterment), antagonism, and belief in one's own superiority can represent a real organizational threat. The goal of this paper is to stimulate thinking and discussion around this issue. The paper is based on questionnaire measurement that adopts the standardized short dark triad measurement instrument of Jones and Paulhus (2012) who measure the scales of Machiavellianism (9 items), narcissism (9 items) and psychopathy (9 items). The sample included 150 students of professional management studies at the Faculty of Economics, University of Split in Croatia. Results of the Croatian students are compared with the results of 387 students in Canada. The results suggest signi cant statistical di erences in the "dark triad" variables between the Canadian and Croatian samples. The practical implications of this paper are in raising awareness and stimulating the thinking of managers around the potential of the "dark triad" traits of engaged human resources to create organizational crisis, and to make preventive and responsive actions to manage the "toxic triad" threat.

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Competition, autonomy, and prestige: Mechanisms through which the Dark Triad predict job satisfaction

Cited by 116 publications

References 31 publications

Steel sharpens steel: A review of multilevel competition and competitiveness in organizations

Steel sharpens steel: A review of multilevel competition and competitiveness in organizations

Birds of a “bad” feather flock together: The Dark Triad and mate choice

Dark Triad of Croatian Management Students

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