In Leaders We Trust, or Should We? Supervisors' Dark Triad Personality Traits and Ratings of Team Performance and Innovation

The role of dominance in sibling relationships: differences in interactive cooperative and competitive behavior

Siblings strongly influence each other in their social development and are a major source of support and conflict. Yet, studies are mostly observational, and little is known about how adult sibling relationships influence social behavior. Previous tasks exploring dynamically adjusting social interactions have limitations in the level of interactivity and naturalism of the interaction. To address these limitations, we created a cooperative tetris puzzle-solving task and an interactive version of the chicken game task. We validated these two tasks to study cooperative and competitive behavior in real-time interactions (N = 56). Based on a dominance questionnaire (DoPL), sibling pairs were clustered into pairs that were both low in dominance (n = 7), both high in dominance (n = 8), or one low and one high in dominance (n = 13). Consistent with our hypothesis, there were significantly more mutual defections, less use of turn-taking strategies, and a non-significant trend for reduced success in solving tetris puzzles together among high dominance pairs compared to both other pair types. High dominant pairs also had higher Machiavellian and hypercompetitiveness traits and more apathetic sibling relationships. Both tasks constitute powerful and reliable tools to study personality and relationship influences on real and natural social interactions by demonstrating the different cooperative and competitive dynamics between siblings.

Empowering leadership during the COVID-19 outbreak: Implications for work satisfaction and effectiveness in organizational teams

The COVID-19 pandemic generated unprecedented challenges for social and organizational life. We set out to explore how empowering leadership and leadership support were affected as a result of the team-based organization starting to implement flexible and remote work practices after the outbreak of the COVID-19 pandemic. We collected data in a cross-lagged design and used the two-condition MEMORE mediation procedure to analyze data on work satisfaction and team effectiveness obtained just before and immediately after the COVID-19 outbreak in 34 organizational teams. Our results show that the COVID-19 outbreak did not significantly impact perceptions of empowering leadership or perceived leadership support. However, teams that experienced changes in empowering leadership also reported proportional changes in work satisfaction and effectiveness. Finally, we show that the association between empowering leadership and leadership support, on the one hand, and work satisfaction in teams, on the other hand, is moderated by team size, such that the strength of the association is higher in small rather than large organizational teams. We conclude by arguing that the team-based organization absorbed well the impact and disruptions associated with the COVID-19 outbreak. We also stress the role of empowering leadership as a driver of work satisfaction and the effectiveness of organizational teams.

The downside of managers: The moderator role of political skill & deceptive situation

Relying on the trait activation theory and socioanalytic theory, this study investigate conditions that activate or restrain a manager's dark triad, which can predict exploitative leadership. First, we examine the interacting effect of narcissism, Machiavellianism, and psychopathy with deceptive situation cues at work. Then, we investigated the effect of a manager's political skill - into the emergence of exploitative leadership. A multisource data were collected across two studies administered first to employees then to their corresponding managers (N = 150). Structural equation modeling were used to test hypothesis. The study's findings show that the interaction of deceptive conditions with the dark triad is the most predictive of exploitative leadership, while managers' political skill was found to have a neutralize effect. The present study provides an effort to identify a potential cause and a solution to manager's exploitative behavior at work. Implications for the dark triad literature, theories underlying it, and exploitative leadership are discussed.