The Dark Tetrad of Personality Traits

Kurtulmuş, Bekir Emre

doi:10.1007/978-3-030-02038-5_3

Cited by 1 publication

(2 citation statements)

References 56 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…S. Braun [4]; LeBreton [9], in some cases even including sadists Kurtulmuş [2], as well as a taxonomy differentiating between emotionally toxic, destructive, abusive and ineffective leaders Milosevic, Maric, & Loncar [57]. The current study focuses on narcissistic leaders and, more specifically, the psychological effects of their behaviour on followers since a great deal of individuals in people managing and chief executive positions have been identified as narcissists Wesner [12] but the impact of their leadership style has been insufficiently explored due to the accumulated contradictory evidence S. Braun [4]; LeBreton [9]; Rosenthal & Pittinsky [10]; Strobl, Niedermair, Matzler, & Mussner [58].…”

Section: Annals Of Reviews and Researchmentioning

confidence: 99%

“…The past couple of decades have noted significant interest in the topic of dark-side leadership and dark-triad personalities, all comprising subclinical but malevolent traits, i.e., narcissists, Machiavellians and psychopaths Furtner, Maran, & Rauthmann [1] and in some cases even sadists Kurtulmuş [2]. The abundant attention to the matter is partly due to the high prevalence of such individuals at managerial positions caused by their inherent strive for power and social dominance Harris & Jones [3] as well as the appearance and study of many famous political and corporate leaders, consequently identified as residing within these traits S.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

"“Let Me Be Your Dog” or Not: A Qualitative Exploration of Narcissist Victim Traits in the Workplace"

Dineva

2023

ARR

View full text Add to dashboard Cite

Albeit the socially recognised narcissistic personality disorder is documented to be prevalent within leaders in many organisations, the victims of narcissistic behaviours and their experiences have been explored much less. Aiming at understanding the effects of narcissistic management upon employees generally residing within narcissist victim traits as well as their reactions and coping mechanisms, this qualitative study voiced and thematically analysed the narratives of eight participants interviewed in the UK. Four overarching themes emerged: (a) narcissistic tactics; (b) interpersonal effects; (c) intrapersonal effects and (d) effects on work, suggesting that although submissive individuals have been considered a good match to dominant leaders in the past, this ‘fit’ does not always guarantee harmonic collaboration. Instead, it is argued that there are specific factors that can provide such synergy and concluded that only a sufficient level of psychological need satisfaction of both parties can lead to successful outcomes. Thus, this research contributes to clarifying the mechanism of interaction between narcissistic leaders and their victims in the workplace, further proposing ideas for practical application of its findings and future research that will explore unhealthy interpersonal relationships and create awareness for positive change.

show abstract