Off the track: Why and how successful executives get derailed

McCall, Morgan W.; Lombardo, Michael M.

doi:10.35613/ccl.1983.1083

Cited by 252 publications

(233 citation statements)

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“…Finally, too little Operational leadership provides insufficient detail and focus, but too much Operational leadership can be rigid and stifling. Each of the foregoing behavioral descriptions has appeared as a theme in prior derailment research (Gentry & Chappelow, 2009;Hogan et al, 2010;McCall & Hollenbeck, 2002;McCall & Lombardo, 1983).…”

Section: Ineffective Leader Behaviormentioning

confidence: 99%

“…Derailment studies have used qualitative and quantitative methods as well as crosssectional and longitudinal designs; considered differences between middle managers and executives, men and women, and ethnicities; and compared findings across industries and cultures spanning North America, Latin America, Europe, and Asia (e.g. Gentry & Chappelow, 2009;Leslie & Van Velsor, 1996;Lombardo, Ruderman, & McCauley, 1988;McCall & Hollenbeck, 2002;McCall & Lombardo, 1983;Morrison, White, & Van Velsor, 1987). The findings show that Bentz's original insight is generalisable.…”

Section: Introductionmentioning

confidence: 99%

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The Dark Side of Personality and Extreme Leader Behavior

Kaiser¹,

LeBreton

Hogan³

2013

Applied Psychology

123

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In this study, dark‐side traits are conceptualised as extreme extensions of the “bright‐side” traits of the Five‐Factor Model that often have counterproductive effects. We predict which dark‐side traits will be related to ratings of “too little” and “too much” of four leader behaviors and how low levels of Emotional Stability may accentuate the relationship between dark‐side traits and excessive leader behavior. Analyses in a sample of 320 American and European managers and executives rated by 4,906 co‐workers provided support for most predicted relationships, with medium‐sized overall multivariate effects. Support for a moderating effect for Emotional Stability was also found. Scores near the normative mean on the dark‐side traits were associated with optimal levels of the leader behaviors, whereas both high scores and, unexpectedly, low scores were associated with extreme, ineffective leader behaviors. Implications are considered for future research on the role of the dark side in leadership, re‐conceptualising the interpretation of low scores on dark‐side personality scales, and the coaching and development of managers.

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Section: Ineffective Leader Behaviormentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Dark Side of Personality and Extreme Leader Behavior

Kaiser¹,

LeBreton

Hogan³

2013

Applied Psychology

123

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“…A number of studies have linked self-enhancement and ineffective managerial performance (e.g. Atwater & Yammarino, 1992;Bass & Yammarino, 1991;Gentry et al, 2007a;Gentry & Sosik, 2010;McCall & Lombardo, 1983;Van Velsor, Taylor, & Leslie, 1993;Yammarino & Atwater, 1993). Inflated self-ratings are also associated with taking more risks, pursuing inappropriate opportunities, setting unrealistic goals, and ignoring developmental feedback (cf.…”

Section: Biased Self-perception Tendencies and Derailmentmentioning

confidence: 99%

“…Unfortunately, derailing leaders pervade organisations (Hogan, Hogan, & Kaiser, 2011). Derailment may take several forms, including plateauing prematurely in a career or being demoted or fired (McCall & Lombardo, 1983).…”

Section: Introductionmentioning

confidence: 99%

Biased Self‐Perception Tendencies: Self‐Enhancement/Self‐Diminishment and Leader Derailment in Individualistic and Collectivistic Cultures

2014

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Self–other agreement (SOA) discrepancies are commonly interpreted as a lack of self‐awareness. The consistent display of such discrepancies could be considered a behavioral manifestation of biased self‐perception. In extreme forms, we propose that this bias can be viewed as a form of dark personality. Using archival data from a multisource instrument, we examine the derailment implications of self‐enhancement (i.e. overrating) and the opposite tendency, self‐diminishment (i.e. underrating), in collectivistic (Taiwan, China, South Korea) and individualistic (United States of America) cultures. In particular, we examine whether individuals whose biased self‐perception tendencies violate cultural norms are perceived as more likely to derail. In both culture types, individuals with small SOA discrepancies and high ratings on managerial competence were perceived as less likely to derail. However, the implications of self‐enhancement and self‐diminishment were culturally contingent. Self‐enhancement was not related to derailment in individualistic cultures, but in collectivistic cultures, which endorse the norm of modesty, individuals who overrate (self‐enhance) are perceived by their boss as more likely to derail. Substantial underrating (self‐diminishment) was also related to higher perceived likelihood of derailment in collectivistic cultures, but in individualistic cultures, some evidence suggests that self‐diminishment may be related to decreased perceptions of derailment.

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“…Although positive personality characteristics can contribute to managerial success, other personal attributes such as arrogance, volatility, and distrust can lead to failure (Dotlich & Cairo, 2003;Judge et al, 2009;Resick, Whitman, Weingarden, & Hiller, 2009). Characterised as either "dark side" factors or "derailers", these attributes represent normally advantageous strategies that individuals may over-use in stressful or ambiguous situations that challenge self-regulation and social vigilance (Baumeister, Muraven, & Tice, 2000;McCall & Lombardo, 1983). Bright side and dark side characteristics coexist, although other individual differences and situational/organisational factors also influence dysfunctional leadership behavior (Tett & Burnett, 2003).…”

Section: Personality and Leadershipmentioning

confidence: 99%

Meta‐Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching

2013

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This paper concerns critical work behaviors for leaders across the globe and how scores on dark side personality measures predict those behaviors. Using a global archive of job analytic data, we first identify the work behaviors most critical for performance in managerial jobs across organisations, industry sectors, and countries. Next, we identify criterion‐related validation research studies including dark side personality measures and performance ratings for at least one of these critical work behaviors. Based on meta‐analytic results, we examine relations between scores on dark side personality measures and critical leader work behaviors. Also, we examine evidence of potential moderators of these relationships. Finally, we consider the implications of our results for I/O professionals engaged in using personality assessment for leadership development and executive coaching.

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Off the track: Why and how successful executives get derailed

Cited by 252 publications

References 0 publications

The Dark Side of Personality and Extreme Leader Behavior

The Dark Side of Personality and Extreme Leader Behavior

Biased Self‐Perception Tendencies: Self‐Enhancement/Self‐Diminishment and Leader Derailment in Individualistic and Collectivistic Cultures

Meta‐Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching

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