Assessing Leadership: A View from the Dark Side

By Robert P. Hogan, J. Hogan. 2001

660 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4d5351674627ac585ada7ce4adde5747dc080694

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In Information Systems and Management

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Citations in the corpus

Greed is good? Assessing the relationship between entrepreneurship and subclinical psychopathy (2013, background): “…substantial popular interest in so called ‘‘dark-side’’ personality characteristics, broadly defined as counterproductive, subclinical, and dysfunctional dispositions (Hogan & Hogan, 2001; Hogan & Kaiser, 2005; LeBreton, Binning, & Adorno, 2006; Moscoso & Salgado, 2004; Paulhus & Williams, 2002).”
Assessing leadership styles and organisational context (2005, background): “The way in which these skills and competencies are exercised is not prescribed, but is the function of the underlying personality of the leader (Hogan, 2002; Hogan and Hogan, 2001).”
Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, background): “…1994; Rosenthal & Pittinsky, 2006; Khoo & Burch, 2007), Machiavellianism (House & Howell, 1992; Bedell, Hunter, Angie, & Vert, 2006), arrogance (Hogan & Hogan, 2001; Rosenthal & Pittinsky, 2006), low self-esteem (Rosenthal & Pittinsky, 2006), borderline personality disorder (Goldman, 2006)…”
A Qualitative Study of Performance Leadership and Management in Elite Sport (2011, background): “Further inquiry in this area should address the positive and negative effects of both bright and dark sides of leader traits (cf. Conger, 1990; Hogan & Hogan, 2001; Judge & LePine, 2007; Judge, Piccolo, & Kosalka, 2009) and their role in the management of elite sport teams.”
Destructive Leadership (2013, background): “In addition, individuals with paranoid tendencies (skeptical or argumentative dimension of personality; hogan & hogan, 2001) tend to actively search for and selectively attend to signs of mistreatment in the behaviors of others.”
The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “…leaders might be identified in the hiring and promotion process by including assessments of narcissism and other dark side personality factors (e.g., Hogan & Hogan, 2001), selfish versus socialized motives (McClelland, 1961), and moral and ethical standards (Craig & Gustafson, 1998; Rest, 1979).”
The dark side of personality at work (2014, background): “The majority of modern research involving dark personality has focused either on three traits commonly referred to as the Dark Triad—Machiavellianism, Narcissism, and Psychopathy (Paulhus & Williams, 2002)—or on models of dark traits based on DSM-IV Axis II disorders (Hogan & Hogan, 2001; 2009).”
The Deliberate Engagement of Narcissistic CEOs in Earnings Management (2020, background): “Thus, narcissists make initial positive impressions, but—over time—are negatively perceived within groups due to their arrogance (Paulhus 1998; Hogan and Hogan 2001).”
What we know about Leadership (2005, background): “The inventory is intended to predict managerial failure, and subsequent research shows that it does (Hogan & Hogan, 2001).”
On the Self-regulatory Dynamics Created by the Peculiar Benefits and Costs of Narcissism: A Contextual Reinforcement Model and Examination of Leadership (2009, background): “Others, however, have argued for a more complex view of narcissistic leadership that focuses on benefits and for costs (e.g., Hogan & Hogan, 2001; Maccoby, 2003; see Rosenthal & Pittinsky, 2006, for a recent review).”
Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda (2018, background): “Also, there is the conundrum surrounding managerial derailment (R. Hogan & Hogan, 2001).”