![]() As industry professionals, it is therefore vital to be able to pinpoint not only an employee’s ‘bright side’, but also the dark side derailers that can compromise individual performance, and lead to serious financial and personal implications for employees and their organisations. The increased complexity and unpredictability of the 21st century workplace exponentially intensifies the impact of effective leadership. According to the research, those with dark triad traits do emerge as leaders, but – importantly – show no better (and in fact often worse) leadership performance. Research also connects dark triad behaviours with increased fraud, workplace bullying, lower integrity, low morale, poorer organisational culture and reduced individual and team performance. ![]() We all know leaders who display disruptive or destructive behaviours and we know what the consequences of these behaviours can be for those around them. In 2019, googling ‘dark triad’ results in more than 15 million hits. ![]() Since first identified in the psychology literature in 2002, the dark triad has appeared increasingly not only in scientific publications, but also in management articles, and is now firmly ensconced in our collective vocabulary. We have all heard of the dark triad of personality – the terms narcissism, Machiavellianism and psychopathy permeate politics, boardrooms and popular culture. ![]()
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