Dark side correlates of job reliability and stress tolerance in two large samples

Abstract

This study set out to examine how dark-side traits (derailers) are related to Stress Tolerance and Job Reliability. Over 8000 adult Britons from two separate assessment centres completed two validated questionnaires: the first measured the "dark-side" traits which can derail one's career (HDS: Hogan Development Survey) and the second two established, criterion-related, scales called the Occupational Scales (HPI: Hogan Personality Inventory): Stress Tolerance which is associated with the ability to handle pressure well and not be tense and anxious; Job Reliability which identifies people who are honest, dependable and responsive to supervision. Hierarchical regressions showed that some "dark-side" factors like Excitable and Cautious were related to both Occupational variables while being Leisurely, Bold, Mischievous and Colourful were powerful negative predictors of work reliability. The Moving Against People factor was the strongest predictor of Stress Tolerance and Reliability while the Moving Away from People factor was also a powerful predictor of Reliability. The results highlight "dark-side" traits (Excitable, Cautious, Mischievous, Imaginative) which were most related to two crucial features of successful management.

Assessing cross-cultural performance: beyond just “being there”, revisited

“…For those to whom it does not come naturally, however, it can be a challenging competency to develop because it requires overcoming an innate tendency to shy away from many social interactions. However, research has found that introverts can learn to appear more social if their work demands it, effectively becoming “socialized extraverts” (Furnham, 2018). Some of the recommended strategies to develop relationship-building competency in cross-cultural settings include consciously increasing proximity, frequency, and duration of interactions, looking for similarities to connect early on, and using positive, engaging communication in interactions with colleagues (Caligiuri, 2021).…”

The dark side of leadership and management

“…More research studies are required that provide insights into the organisational contexts, cultures, and conditions that enable and, indeed, reinforce negative leadership and management behaviours. The available research evidence would suggest that 'dark-side' leadership traits are closely related to greater employee stress (Furnham 2017), reduced job satisfaction (De Clercq and Belausteguigoitia 2017), and significantly lower levels of personal well-being (Mathieu et al 2014).…”

“…Other empirical work has focused on the actions or behaviours of a destructive or weak leader. Evidence suggests that such individuals: are highly conscious of positional authority, particularly their own; will tend to shift blame and assume the success of others; won't ever apologise for being wrong or unjust; will find authority from a small group of like-minded individuals while perversely championing the 'collegiate' nature of the organisation (Danişman 2010;Cohen 2016;Furnham 2017) Toxic leaders or managers, empirical findings suggest, tend to focus predominantly on issues of compliance, are conflict adverse in person, and normally have a powerful advocate, at some level in the organisation, supporting them in the shadows (Padilla, Hogan, and Kaiser 2007). Such leaders or managers often take any perceived breaches of their authority very personally and respond in a range of ways, e.g.…”