The Dark Side of Personality and Extreme Leader Behavior

Abstract

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.

Taxonomia do Dark Triad: Revelações da Rede Científica no Meio Organizacional

“…Essa evidência foi detectada em um estudo com 320 gerentes e executivos, americanos e europeus, os quais foram avaliados por 4.906 colaboradores, possibilitando uma melhor compreensão do papel do lado sombrio na liderança, especialmente no tocante aos reflexos do comportamento excessivo, ao efeito atenuador da estabilidade emocional e aos efeitos negativos, como, por exemplo, a ineficiência, revelada em líderes com baixos traços sombrios (Kaiser et al, 2013).…”

Dark Personality in the Workplace: Introduction to the Special Issue

“…Kaiser, LeBreton, and Hogan investigated the relationship between dark side traits and leader behaviour. They argue that too much or too little of some traits will foster extreme behaviours on the part of the leader.…”

Who Suffers When Supervisors are Unhappy? The Roles of Leader–Member Exchange and Abusive Supervision

“…Leadership research has long recognized the close link between leaders' emotions and leadership (George 2000;Gooty et al 2010;Harms and Credé 2010;Kaiser et al 2015;Rajah et al 2011;Walter et al 2011). Research considers leadership as an emotion-laden interpersonal process, where supervisors express emotions they experience and affect subordinates' emotions, attitudes, and behaviors (Dasborough and Ashkanasy 2002;George 2000).…”