Derailment Flashcards
Burke 06
derailment is being involuntarily plateaued, demoted or fired below the level of expected achievement, or reaching that level but failing unexpectedly
Benz 85
approximately 50% of leaders
Hogan and Hogan 97
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)
Benson and Campbell 07
leader performance negatively associated with high scores on 5 HDS dimensions including excitable and cautious
Torreginate 05
in a study of upper level managers, HDS dimensions showed signficant negative correlations for leader effectiveness ratings as made by knowledgable coworkers
Hogan 01
high on bold = narcissism
insensitive and self-serving bias, see others as inferior
Blair et al. 08
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
Hogan 05
low scores on imaginative = lack of vision
low scores on bold = indecisive
Gaddis et al. 15
colourful manager seen as less trustworthy but a low score also negative
SO look to build trust rather than tone down darkside trait
toxic triangle
leadership may be influenced by an interplay of
- motivation and ability to lead
- subordinates desire for direction and authority
- events calling for leadership
Carsten et al. 10
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
Hogan 07
more discretion in workplace = more dark side traits displayed
eg. senior management, younger and smaller organisations
Furnham et al. 14
1: method
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
Furnham et al. 14
1: findings
Public: more cautious, socially anxious, withdrawn, less likely to display same levels of persuasive, influential, self-confident behaviours styles as private sector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
Furnham et al. 14
2: method
3 groups of workers in 3 different sectors
finance, insurance, emergency services
completed HDS
Furnham et al. 14
2: findings
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
Furnham et al. 14
Conclusions
dark side traits consistent across private and public sectors but may be variation within the occupations of the sector dependent on other factors
Furnham et al. 14
Limitations
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
Dark side traits always dark?
High on bold often seen as charasmatic, selected as leader in groups and seen as strong leaders in interviews
Furnham et al. 12
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
