The Bright and Dark Sides of Personality: Implications for Personnel Selection in Individual and Team Contexts

By T. Judge, Jeffrey LePine. 2007

89 citations recorded by the source corpus.

Subfields: Clinical Psychology, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b4682de28b67d5aca202cd6f10079875f1e4c454

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. A. Hirschi
2. P. Jonason
3. Norman P. Li
4. Serena Wee
5. Ronald F. Piccolo
6. N. Guenole
7. Mickey B. Smith
8. A. Hill

In Gender Studies

1. A. Hirschi
2. N. Guenole
3. P. Jonason
4. Anita C. Keller
5. T. Judge
6. A. Hill
7. C. Wallace
8. Norman P. Li

In Organizational Behavior and Human Resource Management

1. A. Hirschi
2. Ronald F. Piccolo
3. Anita C. Keller
4. Daniel Spurk
5. N. Guenole
6. T. Judge
7. Tomek Kosalka
8. P. Jonason

Citations in the corpus

• Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda (2018, methodology): “…beget benefits in certain situations, such as the agentic social style associated with the Dark Triad, which helps individuals to extract key resources from their environment (e.g., Jonason, Li, & Teicher, 2010; see also Carter et al., 2015; Judge & LePine, 2007; Judge, Piccolo, & Kosalka, 2009).”
• Do Bad Guys Get Ahead or Fall Behind? Relationships of the Dark Triad of Personality With Objective and Subjective Career Success (2016, background): “However, as Judge and LePine (2007) stated some years ago, there might also exist bright sides of dark traits at the workplace (e.g., better performance in negotiations, lower expressed stress and anxiety, and preference for jobs with greater responsibility).”
• The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm (2009, background): “We do not suppose that our treatment of bright and dark traits is comprehensive, nor do we claim to be the first to conceptualize countervailing or paradoxical effects of personality (see Conger, 1990; R. Hogan & J. Hogan, 2001; Judge & LePine, 2007).”
• Competition, autonomy, and prestige: Mechanisms through which the Dark Triad predict job satisfaction ☆ (2015, background): “…traits has generally examined the negative consequences of such traits in the workplace—how “bad apples” spoil the bushel for everyone else—this focus may have led to an imbalance in our knowledge about the Dark Triad traits in various domains including the workplace (Judge & LePine, 2007, chap.”
• Maladaptive Personality at Work: Exploring the Darkness (2014, methodology): “Judge and LePine (2007) summarized research showing that high standing on measures of aberrant personality could lead to problems at work.”
• 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.”