Predicting counterproductive work behaviors with sub-clinical psychopathy: Beyond the Five Factor Model of personality

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

doi:10.1016/j.paid.2013.03.007

Cited by 67 publications

(37 citation statements)

References 35 publications

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“…In addition, researchers have found links between the Dark Triad traits and CWBs (cf. O'Boyle, Forsyth, Banks & McDaniel, ; Scherer et al, ). In addition, meta‐analytic evidence also suggests a fairly robust relationship between Machiavellianism and unethical decision making in organizations (Kish‐Gephart, Harrison, & Trevino, ).…”

Section: Dark Personality and Workplace Outcomesmentioning

confidence: 99%

The dark side of personality at work

2013

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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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Section: Dark Personality and Workplace Outcomesmentioning

confidence: 99%

The dark side of personality at work

2013

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“…Concerning job performance, Dalal et al (2012) examined the relative importance of employee engagement, personality, and job attitudes as predictors of performance, and Gentry et al (2013) used relative weight analysis to understand how different character virtues might be more or less important for managers at different levels of an organization. Scherer et al (2013) used relative weight analysis to examine the contributions of sub-clinical psychopathy and the global traits of the Five Factor Model in the prediction of counter-productive workplace behaviors. As a final example, Lievens and Peeters (2008) used relative weight analysis to understand how different impression management tactics are related to evaluations of interviewees.…”

Section: Applications Of Relative Weight Analysismentioning

confidence: 99%

RWA Web: A Free, Comprehensive, Web-Based, and User-Friendly Tool for Relative Weight Analyses

2014

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Over the last 15 years, a number of methodological developments have enabled researchers to draw more accurate inferences concerning the relative contribution (i.e., relative importance) among multiple (often correlated) predictor variables in a regression analysis. One such development has been relative weight analysis (RWA). Researchers can use a RWA to decompose the total variance predicted in a regression model (R 2 ) into weights that accurately reflect the proportional contribution of the various predictor variables. Prior to RWA, researchers were forced to rely on traditional statistics (e.g., correlations; standardized regression weights), which are known to yield faulty or misleading information concerning variable importance (especially when predictor variables are correlated with one another, which is often the case in organizational research). Although there has been a surge of interest in RWA over the last 10 years, integration of this statistical tool into organizational research has been hampered by the lack of a user-friendly statistical package for implementing RWA. Indeed, most popular statistical packages (e.g., SPSS, SAS) have yet to include RWA protocols into their regression modules. The purpose of this paper is to present a new, free, comprehensive, web-based, user-friendly resource, RWA-Web, which may be used by anyone having simple access to the internet. Our paper is structured as a tutorial on using RWA-Web to examine relative importance in the classic multiple regression model, the multivariate multiple regression model, and the logistic regression model. We also illustrate how RWAWeb may be used to conduct null hypothesis significance tests using advanced bootstrapping procedures.

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“…The notion that organizational wrongdoing is typically the result of rogue managers and leaders has been heightened by the growing prevalence of high-profile cases of corporate collapse (Garrett, 2014;McLean and Elkind, 2013;Sorkin, 2010). One reaction to these scandals has been the notion that this may be largely the work of narcissistic (Maccoby, 2007), Machiavellian (McHoskey et al, 1998) and psychopathic (Scherer et al, 2012) leaders, and studies of this triad of "dark", misanthropic personalities have proliferated (Dutton, 2012).…”

Section: Bad Leadersmentioning

confidence: 99%

The banality of bad leadership and followership

Solas

2016

Society and Business Review

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Purpose – The purpose of this paper is to highlight the loss of moral capital incurred by an organization from indifferent or deferential followers of bad leaders. Despite the proliferation of codes of conduct and ethics and compliance programs throughout the business community, the prevalence of malevolence and malfeasance in organizations continues to rise. While a good deal is known about bad leadership, far less is known about bad followership. Design/methodology/approach – The paper draws on recent and seminal research from moral theory, organizational behavior and clinical and social psychology, in analyzing and responding to the collusion and passivity of followers. Findings – The paper provides critical insights into the complementary relationship between bad leadership and followership, and agues that followers in particular have a serious moral case to answer for their complicity. Suggestions are offered for strengthening their capacity to respond. Research limitations/implications – Although research on followership is growing, it is still comparatively newer and more slender than on either management or leadership. Much less is known about the moral behavior of followers, and even less so in relation to its contribution to organizational mischief. Drawing attention to the moral dimension of this facet of organizational deviancy represents both the novelty and limitation of this paper. A more comprehensive account of the immorality of followers awaits further investigation. Practical implications – The paper offers a way of invoking and strengthening private conscience as an effective countermeasure against corporate crime and corruption. Social implications – Wrongdoing is a fact of organizational life. However, it is not confined to life in organizations, and similar dynamics apply in situations where its impact is both low (non-violent) and high (physically violent). Bystanders are faced with the same moral questions whenever the context demands an active response. Originality/value – While both workers and bosses may engage in unethical and unlawful behavior, neither would succeed without followers. Strategies designed to curtail their support serve to reduce the incidence of crime and corruption in the office and elsewhere.

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Predicting counterproductive work behaviors with sub-clinical psychopathy: Beyond the Five Factor Model of personality

Cited by 67 publications

References 35 publications

The dark side of personality at work

The dark side of personality at work

RWA Web: A Free, Comprehensive, Web-Based, and User-Friendly Tool for Relative Weight Analyses

The banality of bad leadership and followership

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