![Skeptical
Euphemism for “paranoid”
Described as “having a chip on [their] shoulders”
Suspicious
People high...](https://image.slidesharecdn.com/darksidefye-140930193932-phpapp01/75/dark-side-of-personality-and-leadership-fye-38-2048.jpg?cb=1667678498)
![Skeptical
Euphemism for “paranoid”
Described as “having a chip on [their] shoulders”
Suspicious
People high...](https://image.slidesharecdn.com/darksidefye-140930193932-phpapp01/75/dark-side-of-personality-and-leadership-fye-39-2048.jpg?cb=1667678498)
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Dark Side of Personality and Leadership (FYE)
- 1. Seth M. Spain, Ph.D. School of Management & Center for Leadership Studies, Binghamton University ---------------------------------------------------------------------------- - Presented to the Binghamton University First Year Experience
- 2. Seth M. Spain, Ph.D. School of Management & Center for Leadership Studies, Binghamton University ---------------------------------------------------------------------------- - Presented to the Binghamton University First Year Experience
- 3. Objectives Introduce the concept of personality characteristics Orient you to the so-called “dark side” of personality Provide guidance on the interpersonal perspective on psychology Orient important dark side characteristics in it Orient “good” leadership in it Provide perspective on failures of leadership Effective vs. successful leaders Why do managers derail?
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- 8. What do I mean, “Dark Side”? Personality traits characterize a person’s typical interpersonal style Typical ways of thinking, feeling, and behaving Relatively enduring over time, vis à vis states “Bright Side” or Normal-range personality “Paddle your CANOE in the OCEAN” Dark Side or subclinical personality Not necessarily dysfunctional (for everyday life) “Dark triad” and DSM-IV
- 9. Why should you (or anyone) care? Normal-range personality can predict behavior-at-work Job performance Citizenship behaviors Counterproductive behaviors Leadership Abusive supervision Managerial derailment The Dark Side seems to be much, much more powerful Twice as potent, even after accounting for normal-range (Harms, Spain, Hannah, & Hogan, 2011)
- 10. Axis II – Hogan Development Survey – Dark Triad Subclinical Trait DSM-IV Construct Dark Triad Construct Excitable Borderline Skeptical Paranoid Machiavellianism? Cautious Avoidant Reserved Schizoid Leisurely Passive-Aggressive Bold Narcissistic Narcissism Mischievous Antisocial Psychopathy Colorful Histrionic Imaginative Schizotypal Diligent Obsessive-Compulsive Dutiful Dependent Table from Spain, Harms, & LeBreton (2014), modified from Harms, Spain, & Hannah, (2011)
- 11. Axis II – Hogan Development Survey – Dark Triad Subclinical Trait DSM-IV Construct Dark Triad Construct Excitable Borderline Skeptical Paranoid Machiavellianism? Cautious Avoidant Reserved Schizoid Leisurely Passive-Aggressive Bold Narcissistic Narcissism Mischievous Antisocial Psychopathy Colorful Histrionic Imaginative Schizotypal Diligent Obsessive-Compulsive Dutiful Dependent Table from Spain, Harms, & LeBreton (2014), modified from Harms, Spain, & Hannah, (2011)
- 12. Axis II – Hogan Development Survey – Dark Triad Subclinical Trait DSM-IV Construct Dark Triad Construct Excitable Borderline Skeptical Paranoid Machiavellianism? Cautious Avoidant Reserved Schizoid Leisurely Passive-Aggressive Bold Narcissistic Narcissism Mischievous Antisocial Psychopathy Colorful Histrionic Imaginative Schizotypal Diligent Obsessive-Compulsive Dutiful Dependent Table from Spain, Harms, & LeBreton (2014), modified from Harms, Spain, & Hannah, (2011)
- 13. Interpersonal Circle Communion/ Nurturance Dominance
- 14. Interpersonal Circle: Dark Triad Communion/ Nurturance Dominance
- 15. Interpersonal Circle: Good leadership? Communion/ Nurturance Dominance
- 16. Effective vs. Successful Leaders can be either “effective” or “successful” Ensure tasks get done Get ahead Only a handful are both
- 17. Effective vs. Successful Leaders can be either “effective” or “successful” Ensure tasks get done (beat competition) Get ahead (get promoted) Only a handful are both (10%) Effective leaders Communicate Manage their teams
- 18. Effective vs. Successful Leaders can be either “effective” or “successful” Ensure tasks get done (beat competition) Get ahead (get promoted) Only a handful are both (10%) Effective leaders Communicate Manage their teams Successful leaders Network Engage in office politics
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- 23. Destructive Leadership Rates of managerial incompetence are HIGH (maybe as high as 70%, according to Bob Hogan) That is just ineffective leadership Here, we’re concerned with leaders who are basically evil Intent-to-harm (Krasikova, Green, & LeBreton, 2014) Tend to impute hostile motives to others More machiavellian Trait aggressiveness Skeptical/Paranoid
- 24. Interpersonal Circle: Dark Triad Reminder Communion/ Nurturance Dominance
- 25. Narcissists may be more motivated to work hard to become leaders Want to “be the best” at what they do May be domineering and competitive with subordinates and peers, though Narcissists can be good at selling ideas May “poison” the well in long-term relationships, though Narcissism
- 26. Narcissists may be more motivated to work hard to become leaders May be domineering and competitive with subordinates, though Narcissists can be good at selling ideas May “poison” the well in long-term relationships, though Narcissism
- 27. Narcissists may be more motivated to work hard to become leaders May be domineering and competitive with subordinates, though Narcissists can be good at selling ideas May “poison” the well in long-term relationships, though Narcissism
- 28. Interpersonal Circle Communion/ Nurturance Dominance Narcissist!
- 29. Machiavellianism Manipulators Liars Good at forming alliances Use lots of social influence tactics (“Protean”) Engage in office politics Willing to use threats, intimidation Willing to beg and compromise “Do what needs to be done”
- 30. Machiavellianism Manipulators Liars Good at forming alliances Use lots of social influence tactics (“Protean”)
- 31. Machiavellianism Manipulators Liars Good at forming alliances Use lots of social influence tactics (“Protean”)
- 32. Psychopathy Not prone to feeling guilt or shame Less anxiety than others Impulsive Willing to harm others to succeed
- 33. Psychopathy Not prone to feeling guilt or shame Less anxiety than others Impulsive Willing to harm others to succeed
- 34. Interpersonal Circle Communion/ Nurturance Dominance Psychopath!
- 35. Bond, James Bond The Dark Triad Narcissism Machiavellianism Psychopathy Powerfully agentic
- 36. Bond, James Bond The Dark Triad Narcissism Machiavellianism Psychopathy Powerfully agentic Puts self ahead of others “Not a team player”
- 37. Bond, James Bond The Dark Triad Narcissism Machiavellianism Psychopathy Powerfully agentic Puts self ahead of others “Not a team player”
- 38. Skeptical Euphemism for “paranoid” Described as “having a chip on [their] shoulders” Suspicious People high in skepticism look for—and find!— ulterior motives in interpersonal interactions Bad for development Bad for team-work
- 39. Skeptical Euphemism for “paranoid” Described as “having a chip on [their] shoulders” Suspicious People high in skepticism look for—and find!— ulterior motives in interpersonal interactions Bad for development Bad for team-work
- 40. Interpersonal Circle Communion/ Nurturance Dominance Paranoid!
- 41. Managerial derailment Time Occupational Level
- 42. Managerial derailment Time Occupational Level Axed!
- 43. Managerial derailment Time Occupational Level Axed!
- 44. Major causes? Problems with interpersonal relationships Insensitive Demanding Manipulative Authoritarian Aloof Critical Overly cautious Arrogant Volatile Perfectionistic Too eager to please
- 45. Major causes? Problems with interpersonal relationships Insensitive—paranoid , psychopathic Demanding – psychopathic, narcissistic Manipulative—Machiavellian Authoritarian—narcissistic, psychopathic, Machiavellian Aloof -- Schizoid Critical – paranoid, Overly cautious – Passive-aggressive, Avoidant Arrogant – Narcissistic!!! Volatile – Histrionic, Borderline Perfectionistic – Obsessive Compulsive Too eager to please -- Dependent
- 46. To you! Thanks!
- 47. Thanks! To you! To my six-month old, identical twin daughters, for sleeping enough to let me do this!
- 48. Follow @SethMSpain on Twitter Sethspain.wordpress.com www.psychologytoday.com/blog/the-dark-side-work
