Derailment

Question 1

Burke 06

Answer 1

derailment is being involuntarily plateaued, demoted or fired below the level of expected achievement, or reaching that level but failing unexpectedly

Question 2

Benz 85

Answer 2

approximately 50% of leaders

Question 3

Hogan and Hogan 97

Answer 3

Hogan Development Survey, 11 dark side characteristics on 3 higher order factors
Moving Away (excitable, cautious cluser A)
Moving Against (bold, mischevious, colourful, cluster B)
Moving Towards (diligent, dutiful, cluster C)

Question 4

Benson and Campbell 07

Answer 4

leader performance negatively associated with high scores on 5 HDS dimensions including excitable and cautious

Question 5

Torreginate 05

Answer 5

in a study of upper level managers, HDS dimensions showed signficant negative correlations for leader effectiveness ratings as made by knowledgable coworkers

Question 6

Hogan 01

Answer 6

high on bold = narcissism

insensitive and self-serving bias, see others as inferior

Question 7

Blair et al. 08

Answer 7

N relates negatively to ratings of interpersonal performance
N may encourage awkward interpersonal relationships and make others feel inferior - weaken ability to lead and get on with others
also may not be able to learn from mistakes

Question 8

Hogan 05

Answer 8

low scores on imaginative = lack of vision

low scores on bold = indecisive

Question 9

Gaddis et al. 15

Answer 9

colourful manager seen as less trustworthy but a low score also negative
SO look to build trust rather than tone down darkside trait

Question 10

toxic triangle

Answer 10

leadership may be influenced by an interplay of

• motivation and ability to lead
• subordinates desire for direction and authority
• events calling for leadership

Question 11

Carsten et al. 10

Answer 11

some followers see their role as passive and one of obedience, showed lack of responsibility and decision making
- so were unlikely to point out mistakes of their leader

Question 12

Hogan 07

Answer 12

more discretion in workplace = more dark side traits displayed
eg. senior management, younger and smaller organisations

Question 13

Furnham et al. 14

1: method

Answer 13

5693 British adults age range 20-69 over 10 years as part of assessment exercise run by external consultancy or internal HR
1/2 in public (police force) 1/2 in private (retail)
all completed HDS

Question 14

Furnham et al. 14

1: findings

Answer 14

Public: more cautious, socially anxious, withdrawn, less likely to display same levels of persuasive, influential, self-confident behaviours styles as private sector
Private: more outgoing, optomistic and charming, higher on moving against and lower on moving away
- bold and mischevious most powerful factor in distinguishing

Question 15

Furnham et al. 14

2: method

Answer 15

3 groups of workers in 3 different sectors
finance, insurance, emergency services
completed HDS

Question 16

Furnham et al. 14

2: findings

Answer 16

emergency services differed on most traits
finance and insurance more similar, supports findings of 1
finance more bold but less mischevious than insurance - may be due to being paid more but experiencing more careful regulation

Question 17

Furnham et al. 14

Conclusions

Answer 17

dark side traits consistent across private and public sectors but may be variation within the occupations of the sector dependent on other factors

Question 18

Furnham et al. 14

Limitations

Answer 18

cross-sectional so not possible to imply causation
unclear whether environments of job influence dark side traits or people choose the job because of their personality
personality testing as part of job - may have faked
Furnham 08: can and do fake
Tett 07: limits validity but findings still strong enough to warrant use

Question 19

Dark side traits always dark?

Answer 19

High on bold often seen as charasmatic, selected as leader in groups and seen as strong leaders in interviews

Question 20

Furnham et al. 12

Answer 20

high scores of diligence - higher integrity and lower counter-work productivity
bold and colourful - positive related to all self-report work potential scales incl. management potential
bold, mischievious and imaginative associated with sales potential