The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm

By T. Judge, Ronald F. Piccolo, Tomek Kosalka. 2009

978 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3e0b9f08b851fdadc3242054b51247d5bdda1cc8

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Citations in the corpus

How ''dark'' are the Dark Triad traits? Examining the perceived darkness of narcissism, Machiavellianism, and psychopathy (2012, background): “Perceived benefits of a trait may be judged on three criteria (Judge et al., 2009): Desirability refers to which extent trait-behaviors are considered accepted/desirable (Alicke, 1985; Edwards, 1953), consequences for oneself to which extent trait-behaviors are beneficial for the own organism, and…”
Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda (2018, background): “Bright traits, such as extraversion, are common predictors of leader emergence and effectiveness (Judge, Bono, Ilies, & Gerhardt, 2002), but some bright traits may be less advantageous for leaders in certain situations or at extreme levels (Judge et al., 2009).”
In Pursuit of Greatness: CEO Narcissism, Entrepreneurial Orientation, and Firm Performance Variance (2013, neutral): “CEO Narcissism and Entrepreneurial Orientation When CEOs possess higher levels of narcissism they are more likely to strive for bold, daring actions which increase their stature by drawing attention to their vision and leadership (Judge et al., 2009).”
When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, background): “As Judge, Piccolo, and Kosalka (2009) observe, conscientious individuals “are detail-oriented, deliberate in their decision-making, and polite in most interpersonal interactions” (pp. 864–65).”
Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success☆ (2012, background): “In addition, drawing from socioanalytic theory (Hogan, 1996), Judge et al. (2009) proposed that the relationship between personality and leadership may be mediated by leaders' motives toward getting along, getting ahead, and providing meaning (Hogan, 1996).”
In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior (2010, background): “, 2009) – scholars are still uncertain about the exact nature of the relationship between Machiavellianism and leadership behaviors (Dahling, Whitaker, & Levy, 2009; Judge et al., 2009).”
The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda (2014, background): “…the 1960s and 1970s in the field of psychology, where it was conceived of as an excess of confidence about being correct or obtaining a certain outcome combined with excessive pride (Fischhoff, Slovic, & Lichtenstein, 1977; Judge et al., 2009; Keren, 1997; Oskamp, 1965; Russo & Schoemaker, 1992).”
Leader development and the dark side of personality. (2011, background): “…The Leadership Quarterly (2011), doi:10.1016/j.leaqua.2011.04.007 These mixed findings serve as a reminder that both bright side traits and dark side traits can be effective or ineffective depending on the circumstance and an individual's relative standing on that trait (Judge et al., 2009).”
Searching for resilience: the impact of employee-level and entrepreneur-level resilience on firm performance in small family firms (2020, neutral): “Accordingly, entrepreneurs, but also managers and leaders, can promote individual resilience with actions, policies, behaviours and procedures (Judge et al. 2009; Lengnick-Hall et al. 2011).”
Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration (2017, background): “An earlier review by Judge et al. (2009) also focused primarily on personality traits, but included intelligence and leader skills and abilities, albeit with little discussion of the latter.”
The Dark Side of Personality and Extreme Leader Behavior (2015, background): “The conflicting findings of negative, null, and positive effects for dark-side traits in leadership may be because they are associated with both strengths and weaknesses (Furnham et al., 2012; Hogan & Kaiser, 2005; Judge et al., 2009).”