Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future leadership research and theory.

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Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

We reviewed studies of the Dark Triad (DT) personality traits--Machiavellianism, narcissism, and psychopathy-and meta-analytically examined their implications for job performance and counterproductive work behavior (CWB). Relations among the DT traits and behaviors were extracted from original reports published between 1951 and 2011 of 245 independent samples (N = 43,907). We found that reductions in the quality of job performance were consistently associated with increases in Machiavellianism and psychopathy and that CWB was associated with increases in all 3 components of the DT, but that these associations were moderated by such contextual factors as authority and culture. Multivariate analyses demonstrated that the DT explains moderate amounts of the variance in counterproductivity, but not job performance. The results showed that the 3 traits are positively related to one another but are sufficiently distinctive to warrant theoretical and empirical partitioning.

/pdf/a-meta-analysis-of-the-dark-triad-and-work-behavior-a-social-52qr480jji.pdf

A meta-analysis of the Dark Triad and work behavior: A social exchange perspective.

Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses when employees are proactive, because extraverted leaders are less receptive to proactivity. In Study 1, pizza stores with leaders rated high (low) in extraversion achieved higher profits when employees were passive (proactive). Study 2 constructively replicates these findings in the laboratory: passive (proactive) groups achieved higher performance when leaders acted high (low) in extraversion. We discuss theoretical and practical implications for leadership and proactivity.

/pdf/reversing-the-extraverted-leadership-advantage-the-role-of-27pzhimej3.pdf

Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity

As organizational environments become increasingly dynamic, complex, and competitive, leaders are likely to face intensified contradictory, or seemingly paradoxical, demands. We develop the constru...

Paradoxical Leader Behaviors in People Management: Antecedents and Consequences

"Reversing the extraverted leadership advantage: The role of employee proactivity:" Erratum.

The leader trait perspective is perhaps the most venerable intellectual tradition in leadership research. Despite its early prominence in leadership research, it quickly fell out of favor among leadership scholars. Thus, despite recent empirical support for the perspective, conceptual work in the area lags behind other theoretical perspectives. Accordingly, the present review attempts to place the leader trait perspective in the context of supporting intellectual traditions, including evolutionary psychology and behavioral genetics. We present a conceptual model that considers the source of leader traits, mediators and moderators of their effects on leader emergence and leadership effectiveness, and distinguish between perceived and actual leadership effectiveness. We consider both the positive and negative effects of specific “bright side” personality traits: the Big Five traits, core self-evaluations, intelligence, and charisma. We also consider the positive and negative effects of “dark side” leader traits: Narcissism, hubris, dominance, and Machiavellianism.

http://www.timothy-judge.com/documents/Thebrightanddarksidesofleadertraits.pdf

Tomek Kosalka

Papers

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