Personality and the Fate of Organizations

By Robert P. Hogan. 2006

241 citations recorded by the source corpus.

Subfields: Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/089af65c84b6400787c253740ed738bdb67b94f3

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In Management Science and Operations Research

Citations in the corpus

The influence of social distancing on employee well-being: a conceptual framework and research agenda (2020, background): “Finally, self can be an important individual factor that affects employee well-being as it may determine how individuals respond to the additional stress created by social distancing measures (Hogan, 2007).”
The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “In this view, leadership is a value-neutral term (c.f., Howell & Avolio, 1992); it connotes social influence vis-à-vis group performance regardless of the context (Hogan, 2006).”
Bright aspects to dark side traits: Dark side traits associated with work success (2012, background): “DSM-IV Personality disorder Hogan & Hogan (1997a, 1997b) HDS themes Oldham and Morris (1991) Miller (2008) Dotlich and Cairo (2003)”
The dark side of personality at work (2014, background): “Hogan (2007) has argued that individuals characterized by chronic overcon- fidence will be less likely to accept negative feedback and may even be dismissive of it.”
The Dark Triad of Personality: A 10 Year Review (2013, background): “In the words of Hogan (2007), dark traits help people ‘‘get ahead of’’ but not necessarily ‘‘get along with’’ others in the work place.”
The Person–Situation Debate Revisited: Effect of Situation Strength and Trait Activation on the Validity of the Big Five Personality Traits in Predicting Job Performance (2014, unknown): “To be sure, these critiques are critiqued themselves (Hogan, 2007; Ones, Dilchert, Viswesvaran, & Judge, 2007; Roberts, 2009).”
The evolutionary psychology of leadership (2014, background): “Climate surveys routinely show that 60–70% of employees in work organizations report that the most stressful aspect of their jobs is the interaction with their immediate boss (R. Hogan, 2006).”
The Destructiveness of Laissez-Faire Leadership Behavior (2015, unknown): “…is highly prevalent in contemporary working life (Aasland, Skogstad, Notelaers, Nielsen, & Einarsen, 2010; J. Hogan, Hogan, & Kaiser, 2011; R. Hogan, 2007; Schat, Frone, & Kelloway, 2006), and may have devastating consequences for both employees and organizations (Skogstad, et al., 2007) as…”
Change fatigue: Development and initial validation of a new measure (2011, background): “Stated differently, given that people generally have a strong desire for predictability and order (Hogan, 2007; Sutton & Kahn, 1987), the nature of major organizational changes may contradict this basic need and thus function as a source of stress.”
Corporate psychopathy: Talking the walk. (2010, unknown): “However, few have studied the impact of psychopathology on organizations (Babiak, 1995, 2000, 2007; Gustafson, 2000; Gustafson & Ritzer, 1995; Hogan, 2007; Hogan, Raskin, & Fazzini, 1990).”
The Dark Side of Personality and Extreme Leader Behavior (2015, background): “drive to get ahead (power, mastery, and assertion) and a communal drive to get along (intimacy, union, and relatedness) (Hogan, 2007; Wiggins, 1991).”
Leader development and the dark side of personality. (2011, background): “The HDS assesses 11 subclinical traits (for a description see Table 1) each of which are theorized to have possible short-term advantages, but also longterm detrimental effects on performance and leadership (Hogan & Hogan, 1997; Hogan, 2007; Hogan & Kaiser, 2005).”
Strengths coaching with leaders (2009, background): “how they respond to challenges and opportunities – in short, their attitudes and their behaviours – combine to hold great sway over the psychological climate that exists within the organisation (Hogan, 2007; Naumann & Bennett, 2000).”