The Effects of the Dark Side of Leader Personality on Team Performance The moderating Role of Leader Mood
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This study examined the effects of dark side leader personality traits on objective team performance, and the moderating role of leader mood. Leaders from a large international bank completed assessments measuring dark side personality using the Hogan Development Survey and mood using the Job-related Affective Well-being Scale. Certain dark traits like excitable and reserved seemed to positively relate to team productivity in positive moods but negatively in negative moods. Imaginative and mischievous seemed to positively relate to sales in positive moods but negatively in negative moods. Bold seemed to positively relate to productivity in negative moods, while diligent negatively related to sales in negative moods and dutiful positively related to sales in negative moods.
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Describe personality traits and their implications in leadership..pdf
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Solution
Personality traits are the characteristics associated with individuals who make them unique while
their assessment by someone else. For example: Employees may have a belief that their reporting
manger is honest as well as a person with caring nature. Then, we can say that being caring and
to be honest for their subordinates are two distinct personality traits.
Some traits can be pointed as,
Traits play an important role for understanding the leadership styles. For example, a leader
having emotional attire will always care and nurture their supporters. A leader is a person who
can influence others with his strong traits in every walk of life. Honesty, decision making, bold,
truth etc. also constitutes some great leaders in the past likes Abraham Lincoln, Mahatma
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knowledge might execute more tasks than a leader having low self confidence..
Personality Traits that Affect How Managers Think, Feel, and Behave
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Karina Jean D. Tan1)Greetings Employee,I came across an article on faceboo
1)
Greetings Employee,
I came across an article on facebook that talked about leader traits and leader behavior. How are these different and how are they similar?
Dear Boss,
We know that there are many factors that influence leaders in their role. In any circumstance, we understand the importance of leaders, but often overlook the components that encompass a leader. Two major elements that are often discussed are leader traits and leader behaviors. Both traits and behaviors give us foundational understanding of leaders and their role, however, it is important to understand the distinction between the two components.
Leader traits can be thought of as fixed attributes a person has. When thinking about traits, we can draw from many different fields in order to build a better understanding. When thinking about traits, we often draw from a biological perspective. We know that many of our physical features are the result of traits. Using this understanding from an evolutionary and biological standpoint, Judge, Piccolo, and Kosalka (2009) reference the role of leader traits. They go on to extend this idea by defining certain traits, such as intelligence and those described in Five Factor Model (Big Five Personality Test). Their efforts not only helped to categorize traits associated with leaders, but also further demonstrated that traits are innate and persist over time. Perhaps a more inclusive definition of traits in relation to leaders was given by Zaccaro (2007), he suggested that leader traits were consistent and cohesive characteristics that help to facilitate effective leadership in given situations. This definition asserts that while traits persist, they also exist collectively.
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Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
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Unit II Podcast
Unit II Essay
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UNIT II STUDY GUIDE
Individual Behaviors and Perceiving
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https://online.columbiasouthern.edu/bbcswebdav/xid-64050504_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050886_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050504_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050886_1
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UNIT x STUDY GUIDE
Title
Individual Behavior, Personality, and Values
To begin this unit, let us think about two entities: a large corporation comprised of hundreds of people and a
major league sports team (e.g., a hockey team comprised of 25 players or a professional football team
comprised of 80 players). These
represent a good cross section of
organizational behavior. These
units face the same individual
types of behavior. Refer to the
MARS model shown in Exhibit 2.1
on page 32 of the textbook;
MARS represents motivation,
ability, role perceptions, and
situational factors (McShane &
Von Glinow, 2018). Looking at
each example in the model, they
all contribute to the five types of
individual behavior in the
workplace.
Task Performance
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o Trait Theory
o Behavioral Theory
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b. State whether his actions were ethical or unethical.
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Leadership often transcends official titles and granted authority. Consider your kids’ soccer coach. He or she has to be a leader in order to motivate and bring the best out of a would-be-team of 7 year olds. Or how about that person you work with? You know the one. The person who has no lofty title but others follow him as if he was the Pied Piper, simply because they recognize and respect him as a leader.
We have all seen leaders who have no specific or granted authority by way of an official title, yet they are clearly leaders. Famous examples of this type of leadership are Dr. Martin Luther King, Jr. of the Civil Rights Movement and Mohandas Gandhi, non-violent protest leader against British Colonizers in India. Consider also Nelson Mandela, t ...
Relationship Between Gender and Leadership – Female Leaders in the new century
The success of the company depends significantly on leaders and their leadership in the organization. For the last 80 years, many studies about leadership had created a complex web of standards and theories along with a plethora of related skill sets, traits, and dispositions (O’ Connell, 2014). According to Rost and Barker (2000): “Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes”.
Nevertheless, the concept of leadership has changed in this 21st century and leaders are expected to be more flexible when applying their skills and knowledge to work with each individual, team and situation (Osborn, Hunt, and Jauch, 2002; Porter and McLaughlin, 2006). Besides that, the relationship between gender and leadership is always a question without proper answers (Powell, 2011). Many studies were implemented to explain how the gender affects leadership styles and how female leaders or male leaders can use their knowledge to develop their leadership skills.
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Describe personality traits and their implications in leadership..pdf
Describe personality traits and their implications in leadership.
Solution
Personality traits are the characteristics associated with individuals who make them unique while
their assessment by someone else. For example: Employees may have a belief that their reporting
manger is honest as well as a person with caring nature. Then, we can say that being caring and
to be honest for their subordinates are two distinct personality traits.
Some traits can be pointed as,
Traits play an important role for understanding the leadership styles. For example, a leader
having emotional attire will always care and nurture their supporters. A leader is a person who
can influence others with his strong traits in every walk of life. Honesty, decision making, bold,
truth etc. also constitutes some great leaders in the past likes Abraham Lincoln, Mahatma
Gandhi, G. Washington, Rockefeller, Steve Jobs etc.
According the Trait theory of leadership, leaders can be distinguished from non-leaders on the
basis of Social, psychological, personal and intellectual factors. These traits might contribute for
the success and failure of the organization. For example: A leader having self-confidence and
knowledge might execute more tasks than a leader having low self confidence..
Personality Traits that Affect How Managers Think, Feel, and Behave
Personality Traits that Affect How Managers Think, Feel, and Behaveuniversity of southeastern philippines
Karina Jean D. Tan1)Greetings Employee,I came across an article on faceboo
1)
Greetings Employee,
I came across an article on facebook that talked about leader traits and leader behavior. How are these different and how are they similar?
Dear Boss,
We know that there are many factors that influence leaders in their role. In any circumstance, we understand the importance of leaders, but often overlook the components that encompass a leader. Two major elements that are often discussed are leader traits and leader behaviors. Both traits and behaviors give us foundational understanding of leaders and their role, however, it is important to understand the distinction between the two components.
Leader traits can be thought of as fixed attributes a person has. When thinking about traits, we can draw from many different fields in order to build a better understanding. When thinking about traits, we often draw from a biological perspective. We know that many of our physical features are the result of traits. Using this understanding from an evolutionary and biological standpoint, Judge, Piccolo, and Kosalka (2009) reference the role of leader traits. They go on to extend this idea by defining certain traits, such as intelligence and those described in Five Factor Model (Big Five Personality Test). Their efforts not only helped to categorize traits associated with leaders, but also further demonstrated that traits are innate and persist over time. Perhaps a more inclusive definition of traits in relation to leaders was given by Zaccaro (2007), he suggested that leader traits were consistent and cohesive characteristics that help to facilitate effective leadership in given situations. This definition asserts that while traits persist, they also exist collectively.
In contrast, leader behavior is often viewed with regard to observable responses or actions. Behaviors can be thought of as responses to the environment and are a function of a person’s traits. Given the understanding of the role that traits have in relation to leaders, we can say that traits influence behaviors. Leader behaviors are categorized. Derue (2011) describes four common categories of behaviors including: task-oriented, relational-oriented, change-oriented, and passive leadership. He goes on to acknowledge that behaviors are more related to leadership. Like in leader traits, classification of behaviors bring better understanding of enduring factors that pertain to leaders. Understanding leader behavior is important since we know that behaviors are closely tied to effectiveness which produce desired outcomes.
While leader traits and leader behavior can be thought of individually, they share commonalties and should be thought of correspondingly. Much research on leaders begins by describing traits of leaders, then moves on to examine behaviors. When examining traits, aspects such as intelligence, conscientiousness, extroversion, and openness are most prominent (Judge et al., 2009). When looking at behavior, planning, support, communication, proble ...
Risky Motives and Leadership Derailers per Hogan Psychometrics
Two of the Hogan Assessment tools (the Hogan Development Survey and the Motives, Values, Preferences Inventory) were used to demonstrate and underscore the importance of understanding the motivation and values that drive leader behaviors in an effort to help mitigate an executive's likelihood of derailment.
BBA 3451, Organizational Theory and Behavior 1 Course
BBA 3451, Organizational Theory and Behavior 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Discuss human aspects of an organization.
2.1 Identify the five types of individual behavior in organizations.
2.2 Describe the Big Five personality dimensions and how they relate to individual behavior in
organizations.
2.3 Discuss the ways to improve perceptions in organizational situations.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Chapter 3: Perceiving Ourselves and Others in Organizations
Unit II Podcast
Unit II Essay
2.2
Unit Lesson
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Unit II Podcast
Unit II Essay
2.3
Unit Lesson
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Chapter 3: Perceiving Ourselves and Others in Organizations
Unit II Podcast
Unit II Essay
Reading Assignment
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Chapter 3: Perceiving Ourselves and Others in Organizations
Click here to access the Unit II Podcast. (Click here to access the transcript of the Unit II Podcast.)
Unit Lesson
In the podcast below, Chantell Cooley, Dayna Fuller, and Caroline Walters discuss ways in which personality
tests can be used within the workplace. Dayna, Chantell, and Caroline share their experiences with you as
well as helpful tips.
Click here to access the Unit II Podcast. (Click here to access the transcript of the Unit II Podcast.)
UNIT II STUDY GUIDE
Individual Behaviors and Perceiving
Ourselves and Others
https://online.columbiasouthern.edu/bbcswebdav/xid-64050504_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050886_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050504_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050886_1
BBA 3451, Organizational Theory and Behavior 2
UNIT x STUDY GUIDE
Title
Individual Behavior, Personality, and Values
To begin this unit, let us think about two entities: a large corporation comprised of hundreds of people and a
major league sports team (e.g., a hockey team comprised of 25 players or a professional football team
comprised of 80 players). These
represent a good cross section of
organizational behavior. These
units face the same individual
types of behavior. Refer to the
MARS model shown in Exhibit 2.1
on page 32 of the textbook;
MARS represents motivation,
ability, role perceptions, and
situational factors (McShane &
Von Glinow, 2018). Looking at
each example in the model, they
all contribute to the five types of
individual behavior in the
workplace.
Task Performance
Within a corporation, employees need to add value to gain market share, increase growth, maintain a
competitive advantage, and control cost for their company. Also, their task perfor ...
The Effect of Personality Traits on Social Identification, Transformational L...
This study aims to establish the role model the effect of personality traits on social identification, transformational leadership and employees performance. To examine the patterns of the effect between the variables used inferential analysis tool that Software SPSS version 21.0. The results of this study indicate that, personality traits that can improve employees performance when incorporating the variables that come into play, namely social identification and transformational leadership in Provincial Government Southeast Sulawesi.
Running head BUSINESS ETHICSBusiness EthicsCrystal M Ja.docx
Running head: BUSINESS ETHICS
Business Ethics
Crystal M JacksonAshford UniversityOrganizational Behavior (NAB1425A)
Professor: Vanessa Washington
July 13, 2014
Assignment
Robert Nardelli was heavily criticized for his leadership style and methods he used during his tenure as CEO of Home Depot. Using your readings for this week, along with outside research, describe his style of leadership and take a position on whether you think his actions rose to the level of being unethical.
Write a three- to four-page paper (excluding the title and reference pages) addressing the following in your paper:
a. Clearly describe Robert Nardelli’s leadership style in terms of Leadership Theory, incorporating the following theories within your paper:
o Trait Theory
o Behavioral Theory
o Situational and Contingency Theories
b. State whether his actions were ethical or unethical.
c. Cite the text material and research that support your position.
Your paper must use a minimum of three scholarly sources, in addition to the textbook. Your paper must be formatted according to APA style as outlined in the Ashford Writing Center.
The Difference Between Management and Leadership
This week we will be examining the twin concepts of management and leadership. Bolman and Deal (2003) described leadership as the subtle process of mutual influence that creates cooperative efforts toward mutual goals. Bolman and Deal also described several sources of power that can be associated with leadership, but we will only talk about two in this Guidance. The two sources of power for this discussion are ‘position power’, or formal authority, and ‘personal power’, or informal authority.
Examples of official leadership are CEOs, Vice Presidents, and Managers in organizations, Admirals, Generals, and Colonels in the military, and of course, the official leader everyone is familiar with, the President of the United States. These titled leaders have been granted power and authority by virtue of their positions, but leadership is not always associated with these elements (Robbins, 2001). Those with official titles and formal authority can have the power to require or even force the actions of others (Wren, 2005).
Leadership often transcends official titles and granted authority. Consider your kids’ soccer coach. He or she has to be a leader in order to motivate and bring the best out of a would-be-team of 7 year olds. Or how about that person you work with? You know the one. The person who has no lofty title but others follow him as if he was the Pied Piper, simply because they recognize and respect him as a leader.
We have all seen leaders who have no specific or granted authority by way of an official title, yet they are clearly leaders. Famous examples of this type of leadership are Dr. Martin Luther King, Jr. of the Civil Rights Movement and Mohandas Gandhi, non-violent protest leader against British Colonizers in India. Consider also Nelson Mandela, t ...
Relationship Between Gender and Leadership – Female Leaders in the new century
The success of the company depends significantly on leaders and their leadership in the organization. For the last 80 years, many studies about leadership had created a complex web of standards and theories along with a plethora of related skill sets, traits, and dispositions (O’ Connell, 2014). According to Rost and Barker (2000): “Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes”.
Nevertheless, the concept of leadership has changed in this 21st century and leaders are expected to be more flexible when applying their skills and knowledge to work with each individual, team and situation (Osborn, Hunt, and Jauch, 2002; Porter and McLaughlin, 2006). Besides that, the relationship between gender and leadership is always a question without proper answers (Powell, 2011). Many studies were implemented to explain how the gender affects leadership styles and how female leaders or male leaders can use their knowledge to develop their leadership skills.
This paper will provide general and in-depth information about the influence of gender to leadership. Therefore, leaders can find suitable ways to improve their leadership skills, especially female leaders. The first section will give readers some information about the development of leadership in the 21st century. The second section will contain evidences about the effect of gender on the behavior of the leader and explain how it happens. The third part will concentrate on female leaders and present some difficulties that they might face in this new century. The last part is the discussion and reflection of the author based on real-life situations.
The Impact of Personality Traits of subordinates in their assessment of the F...
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
Zfa leadership-under-microscope
Leadership Under the Microscope.
http://www.zengerfolkman.com/media/articles/ZFA-Leadership-Under-Microscope.pdf
fpsyg-09-01112 January 10, 2019 Time 184 # 1ORIGINAL RES
fpsyg-09-01112 January 10, 2019 Time: 18:4 # 1
ORIGINAL RESEARCH
published: 12 July 2018
doi: 10.3389/fpsyg.2018.01112
Edited by:
Darren C. Treadway,
University at Buffalo, United States
Reviewed by:
Nicola Mucci,
Università degli Studi di Firenze, Italy
Brooke A. Gazdag,
Ludwig-Maximilians-Universität
München, Germany
*Correspondence:
Ming Kong
[email protected]
Specialty section:
This article was submitted to
Organizational Psychology,
a section of the journal
Frontiers in Psychology
Received: 17 October 2017
Accepted: 11 June 2018
Published: 12 July 2018
Citation:
Kong M (2018) Effect of Perceived
Negative Workplace Gossip on
Employees’ Behaviors.
Front. Psychol. 9:1112.
doi: 10.3389/fpsyg.2018.01112
Effect of Perceived Negative
Workplace Gossip on Employees’
Behaviors
Ming Kong*
School of Management, Shandong University, Jinan, China
Negative workplace gossip generates social undermining and great side effects to
employees. But, the damage of negative gossip is mainly aimed at the employee
who perceived being targeted. The purpose of this study is to develop a conceptual
model in which perceived negative workplace gossip influences employees in-role
behavior and organizational citizenship behavior differentially by changing employees’
self-concept (organizational-based self-esteem and perceived insider status). 336
employees from seven Chinese companies were investigated for empirical analysis on
proposed hypotheses, and results show that: (1) Perceived negative workplace gossip
adversely influences employees’ IRB and OCB. (2) Self-concept (OBSE and PIS) plays
a mediating role in the relationship between perceived negative workplace gossip and
employees’ behaviors (IRB and OCB). (3) Employees’ hostile attribution bias moderates
the relationship between perceived negative workplace gossip and self-concept (OBSE
and PIS); and also moderates the mediating effect of self-concept (OBSE and PIS)
on the relationship between perceived negative workplace gossip and employees’
behaviors (IRB and OCB). Thus, our findings provide deeper insights into the potential
harmful effects of gossip. In addition, we help to explain the underlying mechanism and
boundary condition of these effects.
Keywords: perceived negative workplace gossip, in-role behavior, organizational citizenship behavior,
organization-based self-esteem, perceived insider status, hostile attribution bias
INTRODUCTION
What new “gossip” have you heard in tea room? Does your colleague start with the sentence: “Have
you heard that?”? – “Gossip” exists anywhere people live, and definitely occurs in offices hotly
contested by modern people to work in. Scholars indicate that 14% workplace coffee-break chat is
actually gossip and about 66% of general conversion between employees is related to social topics
concerning talk about other colleagues (Cole and Dalton, 2009). In organizations, gossips serve as
a major tool to strengthen informal employee relationship (Noon and Delb ...
Similar to The Effects of the Dark Side of Leader Personality on Team Performance The moderating Role of Leader Mood (20)
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Describe personality traits and their implications in leadership..pdf
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Personality Traits that Affect How Managers Think, Feel, and Behave
Personality Traits that Affect How Managers Think, Feel, and Behave
How various personality traits affect the managers thinking, feeling, and the...
How various personality traits affect the managers thinking, feeling, and the...
1)Greetings Employee,I came across an article on faceboo
1)Greetings Employee,I came across an article on faceboo
Risky Motives and Leadership Derailers per Hogan Psychometrics
Risky Motives and Leadership Derailers per Hogan Psychometrics
BBA 3451, Organizational Theory and Behavior 1 Course
BBA 3451, Organizational Theory and Behavior 1 Course
The Effect of Personality Traits on Social Identification, Transformational L...
The Effect of Personality Traits on Social Identification, Transformational L...
Running head BUSINESS ETHICSBusiness EthicsCrystal M Ja.docx
Running head BUSINESS ETHICSBusiness EthicsCrystal M Ja.docx
Relationship Between Gender and Leadership – Female Leaders in the new century
Relationship Between Gender and Leadership – Female Leaders in the new century
The Impact of Personality Traits of subordinates in their assessment of the F...
The Impact of Personality Traits of subordinates in their assessment of the F...
fpsyg-09-01112 January 10, 2019 Time 184 # 1ORIGINAL RES
fpsyg-09-01112 January 10, 2019 Time 184 # 1ORIGINAL RES
The Effects of the Dark Side of Leader Personality on Team Performance The moderating Role of Leader Mood
- 1. Running head: EFFECTS OF PERSONALITY AND MOOD ON PERFORMANCE 1 The Effects of the ‘Dark Side’ of Leader Personality on Team Performance: The moderating Role of Leader Mood Sander T. Huisinga University of Groningen
- 2. EFFECTS OF PERSONALITY AND MOOD ON PERFORMANCE 2 Abstract The effects of dark side of leader personality on objective team performance was examined, with the moderating role of mood. Team leaders of a large international bank completed the Hogan Development Survey, to measure dark side personality, and the Job-related Affective Well-being Scale, to measure mood. The leaders’ scores on the excitable and reserved scales seemed to be positively related to team productivity while in a positive mood, while being negatively related to team productivity while in a negative mood. Imaginative and mischievous seemed to be positively related to sales while in a positive mood, while being negatively related to sales while in a negative mood. Bold seemed to have a positive effect on productivity while in a negative mood. Diligent seemed to have a negative effect on sales while in a negative mood, while dutiful seemed to have a positive effect on sale while in a negative mood. Keywords: dark side personality, mood, team performance
- 3. EFFECTS OF PERSONALITY AND MOOD ON PERFORMANCE 3 The Effects of the ‘Dark Side’ of Leader Personality on Team Performance: The moderating Role of Leader Mood After many years of research on how positive traits of leaders affect their behaviors and functioning, research attention is now shifting towards the effects of negative traits in leadership processes (Khoo & Burch, 2008). That is, where earlier studies focused more on positive qualities, such as self-confidence and integrity (e.g., Stogdill, 1948; Kirkpatrick & Locke, 1991; Bass, 1999) and the Big Five of personality traits (e.g., Barrick & Mount, 1991; Bono & Judge, 2004; Judge, Bono, Ilies, & Gerhardt, 2002), more recent studies focus more on the negative traits and characteristics, such as psychopathy and derailment factors (e.g., Gudmundsson & Southey, 2011; Winsborough & Sambath, 2013). These derailment factors are defined as personality characteristics (such as being too bold or too cautious) that can erode relationships and derail a manager's chance of success. Theorists state that bad leadership is more related to having undesirable qualities rather than lacking desirable qualities (Hogan & Hogan, 2001). Hogan and Hogan (1997) developed an inventory of the negative personality traits of leaders, and distinguished eleven derailers, that can be broken down into three components: moving against, moving away and moving towards (see Table 1). These components describe dysfunctional dispositions that are hypothesized to be related to failure as a manager. Subsequent research indeed shows that the components often predict managerial failure (Hogan & Hogan, 2001). Oddly enough, there also is accumulating evidence that negative personality traits in leaders (like narcissism or psychopathy) can at times also increase the chances of managerial success (Chatterjee & Hambrick, 2007; Furnham, Crump & Ritchie, 2013). Clearly, more insight into the effects of negative leader personality traits is needed. Moreover, what is missing is research that focusses on the consequences of negative leader personality traits on team performance. So far, most research has emphasized the
- 4. EFFECTS OF PERSONALITY AND MOOD ON PERFORMANCE 4 For my full thesis, please contact me. sthuisinga@gmail.com