This seminar paper examines how destructive leadership influences counterproductive work behaviour (CWB) while accounting for employees’ personality traits and gender. Destructive leadership is conceptualised as systematic, repeated leader behaviour that harms followers and undermines organisational goals. It is closely linked to Dark Triad traits – Machiavellianism, narcissism and psychopathy, and, in extended form, the Dark Tetrad – which are associated with self-promotion, manipulativeness, callousness and antisocial tendencies. These traits have been connected to reduced job satisfaction, burnout, turnover intentions and increased workplace deviance.
The paper first outlines the theoretical premises by defining destructive leadership, Dark Triad traits and CWB, differentiating between organisational and interpersonal deviance. It then integrates diversity aspects, focusing on personality and gender. Personality is discussed using the Five Factor Model and the HEXACO framework, highlighting especially honesty–humility, conscientiousness and agreeableness as key predictors of workplace deviance. Psychological Contract Theory is introduced to explain how transactional versus relational expectations shape behavioural responses to leadership and work environments.
Methodologically, the study is based on a systematic literature review using Scopus, combining search terms related to destructive leadership, Dark Triad, CWB, personality and gender. Inclusion criteria focused on peer-reviewed, English-language articles in business, management and psychology since 2018, with an emphasis on higher-ranked journals. The resulting sample covers both quantitative and qualitative studies, different countries and various employee groups.
The findings show that leaders high in Dark Triad traits are strongly associated with increased CWB and negative employee outcomes, with psychopathy showing the most detrimental pattern. At the same time, certain combinations of Machiavellianism and narcissism can be linked to high performance, underlining the ambivalent nature of dark traits. On the employee side, low honesty–humility, low conscientiousness and low agreeableness are robustly related to deviant behaviour. Gender differences are evident: men tend to score higher on Dark Triad traits and are more likely to prefer transactional psychological contracts, whereas women more often show communal traits and relational orientations.
Table of Contents
- 1. INTRODUCTION
- 2. THEORETICAL PREMISES
- 1. Destructive Leadership & Dark Triad & CWB
- 2. Diversity aspect: Personality and Gender
- 3. Psychology Contract Theory
- 3. METHOD
- 4. FINDINGS
- 1. Destructive Leadership and Dark Triad Traits
- 2. Influence of Employee Personality and CWB
- a) Big Five (B5) & HEXACO
- b) Psychology Theory Contract
- 3. Gender Differences
- a. Dark Triad Traits and Gender Differences
- 5. DISCUSSION
- a. Summary of Key Findings
- b. Implications for Theory and Managerial Practice
- c. Limitations
- d. Avenues for Future Research
- e. Conclusion
- REFERENCES
- APPENDICES
Objective & Thematic Focus
This study aims to investigate how destructive leadership impacts counterproductive work behavior, specifically considering the diverse personality traits and gender of employees. It seeks to uncover complex dynamics and extend existing research on the nuanced influence of Dark Triad traits and employee differentiation in an organizational context.
- Impact of Destructive Leadership (DL) on employee behavior.
- Relationship between Dark Triad (D3) traits in leaders and Counterproductive Work Behaviour (CWB).
- Influence of diverse personality traits, including the Five Factor Model (FFM) and HEXACO.
- Role of gender differences in employee reactions to destructive leadership.
- Application of the Psychological Contract Theory in understanding leader-employee dynamics.
- Development of Human Resource strategies to manage individual differences and enhance motivation.
Excerpt from the Book
How does destructive leadership impact counterproductive work behaviour while considering the diverse personality traits and gender of employees?
To unleash employees' full potential and productivity, a great leadership style and careful selection of managers are essential for maximising revenue in today's competitive and dynamic landscape (see Montano et al., 2017; Schyns & Schilling, 2013). Destructive Leadership (DL), however, is counterproductive for great working environments. DL has been linked to various negative consequences for employees, such as burnout and reduced job satisfaction; and for organisations, increased turnover and reduced productivity (see Tafvelin et al., 2022). It often coincides with managers exhibiting the Dark Triad (D3) Traits: Machiavellianism, Narcissism and Psychopathy (Guillén et al., 2022).
Although previous research on workplace behaviour exists, the relationship between the D3 in leaders and how employees react based on their personalities and gender (man & woman) adds layers of complexity (see Szabó et al., 2021). Since D3 traits may impact workplace performance within the normal range, organisations need to develop effective Human Resource strategies (HRS) to interact and value individual differences to enhance employee motivation, the key driver for engagement (see Guillén et al., 2022). If this connection remains unexplored, organisations must expect declines in employee performance and satisfaction, leading to fluctuation and decreased competitiveness, especially in dynamic working environments. Therefore, it is important to reveal the connection between the D3 and employees on counterproductive work behaviour (CWB) to maximise motivation, work performance, and thus, overall profit.
In light of these findings, this study seeks to shed light on the impact of DL on CWB, taking into account the diverse personalities and the gender of employees to uncover the complex dynamics, with the aim of identifying and extent existing research on the nuanced influence of D3 and differentiation of employees in organisational context.
Summary of Chapters
1. Introduction: This chapter introduces the topic of destructive leadership and its negative impact on employee outcomes and organizational performance, emphasizing the role of Dark Triad traits and highlighting the study's objective to explore these dynamics considering employee personality and gender.
2. Theoretical Premises: This section defines key theoretical concepts such as destructive leadership, Dark Triad traits (Machiavellianism, Narcissism, Psychopathy), counterproductive work behavior (CWB), employee personality models (Big Five, HEXACO), gender differences, and the Psychological Contract Theory, setting the foundational understanding for the study.
3. Method: This chapter details the systematic literature review conducted using Scopus, outlining the comprehensive search strategy that combined keywords related to destructive leadership, Dark Triad, CWB, personalities, and gender diversity, along with specific inclusion and exclusion criteria.
4. Findings: This section presents the empirical findings from the literature review, examining the impact of destructive leadership and Dark Triad traits on CWB, the predictive power of employee personality traits on workplace deviance, and the significant role of gender differences in these organizational phenomena.
5. Discussion: This concluding chapter summarizes the study's key findings regarding the interplay of destructive leadership, Dark Triad traits, and employee diversity, discusses their implications for theoretical advancements and managerial practices, addresses research limitations, and proposes avenues for future research.
Keywords
Destructive Leadership, Counterproductive Work Behaviour, Dark Triad, Machiavellianism, Narcissism, Psychopathy, Personality Traits, Gender Differences, Employee Motivation, Organizational Performance, Workplace Deviance, Psychological Contract Theory, Human Resource Strategies, Big Five, HEXACO, Emotional Stability.
Frequently Asked Questions
What is this paper generally about?
This paper is generally about understanding how destructive leadership, particularly leaders exhibiting Dark Triad personality traits, affects counterproductive work behavior among employees, taking into account their diverse personality traits and gender.
What are the central thematic areas?
The central thematic areas include destructive leadership, counterproductive work behavior, the Dark Triad personality traits (Machiavellianism, Narcissism, Psychopathy), employee personality, and gender differences in organizational contexts.
What is the primary objective or research question?
The primary objective is to shed light on the impact of destructive leadership on counterproductive work behavior, considering the diverse personalities and gender of employees, to uncover complex dynamics and extend existing research on the nuanced influence of Dark Triad traits.
Which scientific method is used?
The scientific method used is a systematic literature review, conducted through an extensive search on Scopus, a reputable academic database, to synthesize existing peer-reviewed research.
What is covered in the main body?
The main body of the paper covers theoretical premises, defining key terms and frameworks; the methodology used for the literature review; and the findings, which delve into the impact of destructive leadership, Dark Triad traits, employee personality, and gender differences on counterproductive work behavior.
What keywords characterize the work?
Key terms characterizing the work include Destructive Leadership, Counterproductive Work Behaviour, Dark Triad, Machiavellianism, Narcissism, Psychopathy, Personality Traits, Gender Differences, and Psychological Contract Theory.
How does the paper define "Destructive Leadership" and "Counterproductive Work Behaviour"?
Destructive Leadership (DL) is defined as systematic and repeated behavior by leaders that undermines organizational goals, resources, effectiveness, or the motivation, well-being, and job satisfaction of subordinates. Counterproductive Work Behaviour (CWB), or workplace deviance, refers to actions that violate significant organizational norms and can be categorized into organizational deviance (against the company) and interpersonal deviance (against individuals).
What are the Dark Triad traits and their significance in this study?
The Dark Triad (D3) traits are Machiavellianism, Narcissism, and Psychopathy, characterized by tendencies towards self-promotion, manipulativeness, and callousness. These traits are significant because managers exhibiting them often engage in destructive leadership styles, impacting employee behavior and organizational outcomes.
How do gender differences influence the impact of destructive leadership?
Studies indicate that men tend to score higher on Dark Triad traits and are more likely to favor short-term, transactional employment contracts aligned with agentic social role beliefs. Conversely, women, associated with communal characteristics, are less likely to form such contracts, suggesting that gender shapes perceptions and expectations regarding leadership and workplace behavior.
What is the role of the psychological contract theory in this research?
The Psychological Contract Theory highlights the unwritten expectations and obligations between employees and employers. This theory is crucial for understanding how D3 traits in leaders can influence the formation of transactional versus relational contracts, thereby impacting employee motivation, attitudes, and engagement.
- Quote paper
- Anonymous (Author), 2024, Destructive Leadership and Counterproductive Work Behaviour, Munich, GRIN Verlag, https://www.grin.com/document/1675540
