Professor Susanne Braun from Durham University Business School has led a major new international research collection exploring the impact of dark-side personality traits in leadership.
The collection examines the risks and uncomfortable realities associated with leadership at the top of organisations.
The research focuses on dark‑side personality traits in leadership. These include narcissism, Machiavellianism, greed and psychopathy.
Such traits are often viewed as harmful or undesirable. However, the research shows they can sometimes support leadership success.
Dark traits may help individuals appear confident, decisive and ambitious, supporting career progression and leadership advancement.
Bringing together seven articles on leadership psychology, the research covers topics ranging from leaders’ fear of power loss to potential upsides of leader greed. The studies explore how dark-side traits influence workplace behaviour and relationships.
A key finding across the studies is that the circumstances surrounding dark-side personality traits matter: Dark leaders can be a fascination and threat alike.
While some organisations benefit in the short term, the research highlights the need for careful risk management. Dark traits can create harmful ripple effects across teams and workplaces.
The collection also offers practical guidance for organisations. It outlines ways to mitigate harm and build organisational resilience.
Recommendations include adopting more diverse hiring and promotion practices. They also stress the importance of psychological safety at work.
Reducing fear and anxiety helps organisations challenge harmful leadership behaviour.
The collection was led by Professor Braun, alongside Sandra Diller, Seeburg Castle Private University, Dritjon Gruda, Universidade Católica Portuguesa and Porto Business School, and Daniel N. Jones, University of Nevada.
It has been published as a Special Edition of the Journal of Managerial Psychology by Emerald.