Heterogeneity and centrality of “dark personality” within teams, shared leadership, and team performance: A conceptual moderated-mediation model

Published on Dec 1, 2019in Human Resource Management Review
· DOI :10.1016/j.hrmr.2018.11.003
Afif George Nassif (U of W: University of Windsor)
Abstract Shifting from the much-studied five-factor model of personality, this paper focuses on dark personality (i.e. the “Dark Triad”: Machiavellianism, psychopathy, and narcissism) to advance understanding of team composition, processes, and performance. The research responds to a call to explore dark personality's manifestation within – and impact on – teams. Specifically, this paper will examine the impact of within-team heterogeneity in dark personality on team performance, with shared leadership as mediator of this relationship. Additionally, I propose two moderators of the relationship between within-team dark triad heterogeneity and shared leadership – team network centrality of the team member scoring highest on the Dark Triad, and team mean Dark Triad score. This research aims to make a uniquely valuable contribution to scholarship on leadership within teams through bridging literatures on social network analysis, teams, leadership, and the dark triad and should have implications for team selection and performance.
  • References (136)
  • Citations (0)
📖 Papers frequently viewed together
1 Author (Afif Nassif)
1 Author (Alvin Miles)
2 Citations
8 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
#1James M. LeBretonH-Index: 31
#2Levi K. Shiverdecker (PSU: Pennsylvania State University)H-Index: 2
Last. Elizabeth M. Grimaldi (PSU: Pennsylvania State University)H-Index: 4
view all 3 authors...
Over the last 15 years, there has been growing fascination among scholars in studying “dark behaviors” and “dark traits,” especially as they are expressed in organizational contexts. One taxonomy of dark traits that has garnered special interest is the dark triad (DT), which is comprised of three toxic and malevolent traits: psychopathy, narcissism, and Machiavellianism. This chapter offers a review of DT research, with a particular focus on research relevant to the organizational sciences. We b...
8 CitationsSource
#1Julia E. Hoch (CSU: California State University)H-Index: 10
#2James H. Dulebohn (MSU: Michigan State University)H-Index: 22
Abstract Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team perform...
19 CitationsSource
#1Daniel N. Jones (UTEP: University of Texas at El Paso)H-Index: 65
#2Delroy L. Paulhus (UBC: University of British Columbia)H-Index: 53
Although all 3 of the Dark Triad members are predisposed to engage in exploitative interpersonal behavior, their motivations and tactics vary. Here we explore their distinctive dynamics with 5 behavioral studies of dishonesty (total N = 1,750). All 3 traits predicted cheating on a coin-flipping task when there was little risk of being caught (Study 1). Only psychopathy predicted cheating when punishment was a serious risk (Study 2). Machiavellian individuals also cheated under high risk—but only...
38 CitationsSource
#1Lauren D'Innocenzo (UConn: University of Connecticut)H-Index: 5
#2John E. Mathieu (UConn: University of Connecticut)H-Index: 60
Last. Michael Kukenberger (RU: Rutgers University)H-Index: 7
view all 3 authors...
Using 50 effect sizes from both published and unpublished studies (team n = 3,198), we provide meta-analytic support for the positive relationship between shared leadership and team performance. Employing a random effects model, we found that the theoretical foundation and associated measurement techniques used to index shared leadership significantly moderated effect size estimates. Specifically, as compared to studies that conceptualized and employed assessments of overall shared leadership fr...
129 CitationsSource
#1Rachel H. DeMeester (U of C: University of Chicago)H-Index: 2
#2Fanny Y. Lopez (U of C: University of Chicago)H-Index: 5
Last. Marshall H. Chin (U of C: University of Chicago)H-Index: 58
view all 5 authors...
Shared decision making (SDM) occurs when patients and clinicians work together to reach care decisions that are both medically sound and responsive to patients’ preferences and values. SDM is an important tenet of patient-centered care that can improve patient outcomes. Patients with multiple minority identities, such as sexual orientation and race/ethnicity, are at particular risk for poor SDM. Among these dual-minority patients, added challenges to clear and open communication include cultural...
20 CitationsSource
#1Miriam MuethelH-Index: 12
#2Martin HoeglH-Index: 34
Abstract The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through direct interaction, expertise coordination in dispersed teams is unlikely to evolve automatically. In this context, shared leadership, that is, the distribution of leadership influence across multiple team members is argued to serve as initiating mechanism for expertise coordination.
5 CitationsSource
Abstract In light of the growing interest in the dark side of organizations in mainstream research, two concepts related to organizational behavior and management literature have received attention in recent years: counterproductive work behaviors (CWBs) and dark triad traits (Machiavellianism, narcissism, psychopathy). It is only natural that current studies have tried to find a relationship between them; however, their findings were not impressive. This paper contends that the reason for the w...
34 CitationsSource
#1Marius Leckelt (WWU: University of Münster)H-Index: 6
#2Albrecht C. P. Küfner (WWU: University of Münster)H-Index: 9
Last. Mitja D. Back (WWU: University of Münster)H-Index: 27
view all 4 authors...
Following a dual-pathway approach to the social consequences of grandiose narcissism, we investigated the behavioral processes underlying (a) the decline of narcissists' popularity in social groups over time and (b) how this is differentially influenced by the 2 narcissism facets admiration and rivalry. In a longitudinal laboratory study, participants (N = 311) first provided narcissism self-reports using the Narcissistic Personality Inventory and the Narcissistic Admiration and Rivalry Question...
74 CitationsSource
#1Wencang Zhou (MSU: Montclair State University)H-Index: 7
#2Donald J. Vredenburgh (CUNY: City University of New York)H-Index: 7
Last. Edward G. Rogoff (CUNY: City University of New York)H-Index: 9
view all 3 authors...
A research need exists regarding the relationship between entrepreneurial team informational diversity and team performance, including the conditions under which such diversity might benefit performance. This study explores the moderating effect of shared leadership on the relationship between informational diversity and entrepreneurial team performance. Four dimensions are used to measure informational diversity: functional specialty, educational specialty, educational level, and managerial ski...
15 CitationsSource
#1Emily Grijalva (UIUC: University of Illinois at Urbana–Champaign)H-Index: 6
#2Peter D. Harms (NU: University of Nebraska–Lincoln)H-Index: 32
Last. R. Chris Fraley (UIUC: University of Illinois at Urbana–Champaign)H-Index: 46
view all 5 authors...
Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta-analysis to make 4 contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can ...
109 CitationsSource
Cited By0