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New explorations in the field of lea...

Benson, Michael James.

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New explorations in the field of leadership research: A walk on the dark side of personality and implications for leadership (in)effectiveness.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	New explorations in the field of leadership research: A walk on the dark side of personality and implications for leadership (in)effectiveness./
Author:	Benson, Michael James.
Description:	294 p.
Notes:	Adviser: John P. Campbell.
Contained By:	Dissertation Abstracts International67-08B.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3230148
ISBN:	9780542834448

New explorations in the field of leadership research: A walk on the dark side of personality and implications for leadership (in)effectiveness.
Benson, Michael James.

New explorations in the field of leadership research: A walk on the dark side of personality and implications for leadership (in)effectiveness. - 294 p.

Adviser: John P. Campbell.

Thesis (Ph.D.)--University of Minnesota, 2006.

If asked to generate a list of leaders, most people could quickly provide the names of several very popular, successful, and great leaders. It seems that when we think about leadership, we are conditioned to think about only the positives---only the popular and prominent leaders. The increasing number of corporate scandals, ethical breaches, and failed organizations suggests that we have neglected a very important and fruitful side of leadership research---the dark side of personality and its effects on leadership and organizational performance with an emphasis on ineffective leadership or "leadership gone wrong." The central objective of this thesis was to develop a more robust understanding of the predictor-criterion linkage in the leadership domain, with a particular emphasis on the derailing/dark side personality traits; and to test the assertion that using what we know about the personality-based, interpersonal flaws that lead to derailment and failure does, indeed, enhance our ability to predict leadership performance. The study employed available measures of FFM traits and derailing/dark side traits to test the hypotheses that: (1) derailing/dark side traits would be distinct from FFM personality traits, (2) including derailing/dark side traits in the prediction of leadership performance would account for additional, incremental variance beyond the FFM traits, (3) emotional stability/adjustment would moderate the relationship between leadership performance and derailing/dark side traits, and (4) the relationship between derailing/dark side traits and leadership performance would be curvilinear and follow an inverted U function. The results provided robust support for the validity and utility of using derailing/dark side traits in the selection of leaders and the assessment of leadership performance across a wide range of samples including a multi-organization sample as well as single organization samples (sample 1 N = 1306; sample 2 N = 290; sample 3 N = 220). Incremental variance accounted for by the derailing/dark side measures ranged from 2%--5% beyond the FFM traits and partial support was found for the moderation and curvilinear hypotheses. Implications for theory, future leadership research, management/leadership practitioners are also discussed.

ISBN: 9780542834448Subjects--Topical Terms:

626628
Business Administration, Management.

New explorations in the field of leadership research: A walk on the dark side of personality and implications for leadership (in)effectiveness.
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035 $a (UMI)AAI3230148
035 $a AAI3230148
040 $a UMI $c UMI
100 1 $a Benson, Michael James. $3 1295049
245 1 0 $a New explorations in the field of leadership research: A walk on the dark side of personality and implications for leadership (in)effectiveness.
300 $a 294 p.
500 $a Adviser: John P. Campbell.
500 $a Source: Dissertation Abstracts International, Volume: 67-08, Section: B, page: 4745.
502 $a Thesis (Ph.D.)--University of Minnesota, 2006.
520 $a If asked to generate a list of leaders, most people could quickly provide the names of several very popular, successful, and great leaders. It seems that when we think about leadership, we are conditioned to think about only the positives---only the popular and prominent leaders. The increasing number of corporate scandals, ethical breaches, and failed organizations suggests that we have neglected a very important and fruitful side of leadership research---the dark side of personality and its effects on leadership and organizational performance with an emphasis on ineffective leadership or "leadership gone wrong." The central objective of this thesis was to develop a more robust understanding of the predictor-criterion linkage in the leadership domain, with a particular emphasis on the derailing/dark side personality traits; and to test the assertion that using what we know about the personality-based, interpersonal flaws that lead to derailment and failure does, indeed, enhance our ability to predict leadership performance. The study employed available measures of FFM traits and derailing/dark side traits to test the hypotheses that: (1) derailing/dark side traits would be distinct from FFM personality traits, (2) including derailing/dark side traits in the prediction of leadership performance would account for additional, incremental variance beyond the FFM traits, (3) emotional stability/adjustment would moderate the relationship between leadership performance and derailing/dark side traits, and (4) the relationship between derailing/dark side traits and leadership performance would be curvilinear and follow an inverted U function. The results provided robust support for the validity and utility of using derailing/dark side traits in the selection of leaders and the assessment of leadership performance across a wide range of samples including a multi-organization sample as well as single organization samples (sample 1 N = 1306; sample 2 N = 290; sample 3 N = 220). Incremental variance accounted for by the derailing/dark side measures ranged from 2%--5% beyond the FFM traits and partial support was found for the moderation and curvilinear hypotheses. Implications for theory, future leadership research, management/leadership practitioners are also discussed.
590 $a School code: 0130.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Psychology, Industrial. $3 520063
650 4 $a Psychology, Personality. $3 1017585
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710 2 0 $a University of Minnesota. $3 676231
773 0 $t Dissertation Abstracts International $g 67-08B.
790 $a 0130
790 1 0 $a Campbell, John P., $e advisor
791 $a Ph.D.
792 $a 2006
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3230148