Exploring the disruptive effects of psychopathy and aggression on group processes and group effectiveness.

Baysinger, Michael; Scherer, Kelly T.; LeBreton, James M.

doi:10.1037/a0034317

Cited by 54 publications

(53 citation statements)

References 118 publications

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“…Indeed, it may be interesting to investigate when paranoid cognitions loose their adaptive function for individuals and become burdensome pathologies that impair social cohesion and performance (cf. Baysinger et al, 2014 ; Spain et al, 2014 ). Such designs may be explored in clinical samples where distortions in social sense-making may be modeled against the severity of experienced paranoid cognitions.…”

Section: Discussionmentioning

confidence: 99%

Paranoia as an Antecedent and Consequence of Getting Ahead in Organizations: Time-Lagged Effects Between Paranoid Cognitions, Self-Monitoring, and Changes in Span of Control

Quaquebeke

2016

Front. Psychol.

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A 6-month, time-lagged online survey among 441 employees in diverse industries was conducted to investigate the role paranoia plays as an antecedent and as a consequence of advancement in organizations. The background of the study is the argument that it requires active social sense-making and behavioral adaptability to advance in organizations. The present paper thus explores the extent to which employees’ paranoid cognitions—representative of a heightened albeit suspicious sense-making and behavioral adaptability—link with their advancement in organizations (operationalized as changes in afforded span of control), both as an antecedent and an outcome. Following the strategy to illuminate the process by interaction analysis, both conditions (antecedent and outcome) are examined in interaction with employees’ self-monitoring, which is considered representative of a heightened but healthy sense-making and behavioral adaptability. Results support the expected interference interaction between paranoid cognitions and self-monitoring in that each can to some degree compensate for the other in explaining employees’ organizational advancement. Reversely, changes in span of control also affected paranoid cognitions. In particular, low self-monitors, i.e., those low in adaptive sense-making, reacted with heightened paranoid cognitions when demoted. In effect, the present study is thus the first to empirically support that paranoid cognitions can be a consequence but also a prerequisite for getting ahead in organizations. Practical advice should, however, be suspended until it is better understood whether and under what circumstances paranoia may relate not only to personally getting ahead but also to an increased effectiveness for the benefit of the organization.

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Section: Discussionmentioning

confidence: 99%

Paranoia as an Antecedent and Consequence of Getting Ahead in Organizations: Time-Lagged Effects Between Paranoid Cognitions, Self-Monitoring, and Changes in Span of Control

Quaquebeke

2016

Front. Psychol.

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“…Regardless of potential issues in using these assessments in selection, dark traits may be useful in training and development. At the simplest, it would be unwise to try to build a team out of three people who are all high on psychopathy or aggression (Baysinger, Scherer & LeBreton, ). In a more complex application, individual development plans could be constructed that take into account the weaknesses the individual employee has.…”

Section: Discussionmentioning

confidence: 99%

The dark side of personality at work

2013

Self Cite

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Although there has been increasing interest in dark personality traits in the organizational sciences, these characteristics remain relatively understudied and somewhat misunderstood. The present manuscript aims to clarify some of the issues surrounding dark personality traits by discussing the history of dark personality traits, how they relate to normal personality traits, their relative importance as determinants of organizational outcomes, and measurement issues surrounding the assessment of these characteristics. We will then discuss potential future directions for research investigating the causes and consequences of these traits as well as providing guidance on the implementation of dark personality assessment in the workplace for selection and training.

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“…Recent work on efficacy has also uncovered some of its antecedents, revealing that leaders, managers, and even the composition of the team each play unique roles in shaping collective efficacy (Priesemuth, Schminke, Ambrose, & Folger, 2014;Wu, Tsui, & Kinicki, 2010;Zyphur, Narayanan, Koh, & Koh, 2009). Team affect, mood, and emotion capture a team's 'affective processes and reactions' (Kozlowski & Ilgen, 2006, p. 87), and are related to common team performance antecedents such as communication, group perceptions, and information sharing (Baysinger, Scherer, & LeBreton, 2014;Lehmann-Willenbrock & Allen, 2014;van Knippenberg, Kooij-de Bode, & van Ginkel, 2010). Finally, team conflict captures a team's 'fractures, frictions, and disagreements' (Kozlowski & Ilgen, 2006, p. 87), and has important implications for both team performance and satisfaction De Dreu & Weingart, 2003;de Wit, Greer, & Jehn, 2012).…”

Section: Affective/motivational Emergent Statesmentioning

confidence: 99%