When the Dark Shines: The role of dark personality traits in leadership role occupancy and hiring decisions in a collectivistic culture

Two studies investigated the role of the Dark Triad traits (i.e., narcissism, psychopathy, and Machiavellianism), conscientiousness, and intelligence on leadership role occupancy and hiring decisions in Indonesian culture, which is a collectivist culture. Study 1 used Generalized Linear Model to examine two groups of participants with (i.e., school principals) and without (i.e., teachers) significant leadership responsibilities by controlling for participant grouping by school. The results indicated that, in comparison with teachers, school principals had significantly higher narcissism and conscientiousness and lower psychopathy and intelligence. In study 2, video recordings of simulated job interviews of 133 undergraduates were evaluated by 133 professional recruiters. Interviewee narcissism was the only significant positive predictor for hiring decision. Both studies provide consistent evidence that narcissism is a significant positive factor in both leadership role occupancy and hiring decision in a collectivist culture

Timber! How Loss of Trust Contributes to the Downfall of Narcissistic Leaders

Individuals higher in grandiose narcissism are motivated to maintain a grandiose self-view, which can be accomplished through self-promotion and self-defence (Back et al., 2013). Drawing from the dual-process model of narcissistic admiration and rivalry, the current study examined how these forms of narcissism differentially relate to changes in perceived leader effectiveness. As well, I tested whether trust mediated these relationships. The final sample included 165 participants in 42 teams followed from team formation to dissolution, gathering data at four time points. During their lifecycle, the teams worked on a design project. Support was found for narcissistic rivalry corresponding to a decrease in perceived leader effectiveness, through being viewed as increasingly self-maximizing, over time. The results demonstrate how narcissistic rivalry (but not admiration) is the source of narcissism in relation to ineffective leadership. Keywords: Leader Effectiveness, Narcissism, Trust, Self- and Other- Interes

Transformational leadership and organizational commitment as antecedents of organizational citizenship behavior in somalia telecommunication industry

Understanding the importance ol' (lie employees who go above and beyond the eall of duty for the sake of organizational goals and values known as organizational citizenship behaviour (OCB), remains as one of the critical issues in the workplace environment, especially in developing countries. This study investigates the significance role of the three-components (affective, continuance and normative) of organizational commitment on the relationship between transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individual consideration) and OCB in three leading telecommunication companies in Mogadishu, Somalia. Besides, the differences in OCB, transformational leadership, and organizational commitment between the companies were also investigated. 305 respondents, who are employees of three telecommunication companies in Mogadishu, Somalia, participated in questionnaire survey. The measurement tools undertaken in the data collection include Organizational Citizenship Behaviour Scale, Multifactor Leadership Questionnaire and Organizational Commitment Scale. Subsequently, the data collected were quantitatively analysed using Structural Equation Modelling (SEM) method. Results indicated that transformational leadership is positively and significantly related to OCB. Furthermore, using bootstrapping analysis, the results demonstrated that organizational commitment positively and significantly mediates the relationship between the four aspects of transformational leadership and OCB. Ultimately, the results of the study revealed that the aspects of transformational leadership, as well as the components of organizational commitment, affective and normative, could further explain employees’ OCB, while continuancc commitment had insignificant role in predicting employees' OCB Moreover, the telecommunication companies highlight significant differences toward practicing OCB, transformational leadership and organizational commitment based on the findings of the study. In conclusion this study provides organizations in the industry to comprehensively understand tc concepts o f organizational citizenship behaviour (OCB), translmmatio,,,,! leadership attributes and organizational commitment to improve as we . increase organizational accomplishments and productivity

The Impact of Leader Dominance on Employees’ Zero-Sum Mindset and Helping Behavior

Leaders strive to encourage helping behaviors among employees, as it positively affects both organizational and team effectiveness. However, the manner in which a leader influences others can unintentionally limit this desired behavior. Drawing on social learning theory, we contend that a leader’s tendency to influence others via dominance could decrease employees’ interpersonal helping. Dominant leaders, who influence others by being assertive and competitive, shape their subordinates’ cognitive schema of success based on zero-sum thinking. Employees with a zero-sum mindset are more likely to believe that they can only make progress at the expense of others. We further propose that this zero-sum mindset results in less interpersonal helping among subordinates. We test our hypotheses by employing different operationalizations of our key variables in eight studies of which four are reported in the manuscript and another four in supplementary information (SI) across a combined sample of 147,780 observations. These studies include a large archival study, experiments with both laboratory and online samples, and a time-lagged field study with employees from 50 different teams. Overall, this research highlights the unintended consequences that dominant leaders have on their followers’ helping behavior by increasing their zero-sum mindset

The Effect of Social Skills Instruction on Seventh-Grade Students Taking a Language Arts Class

mplementing programs in social skills development will affect academic achievement among children who are Grade 7 students. A quantitative study was conducted using a quasi-experimental, pretest-posttest, nonequivalent control-group design to determine if direct instruction in social skills has an impact upon academic achievement and social skills development. Participants were 128 students drawn from six intact classes of seventh grade students from a rural middle school in West Georgia. Participants completed a pretest and posttests, the Social Skills Improvement System- Rating Scale. During the treatment period, the treatment group received social skills instruction through stories from William J. Bennett’s The Book of Virtues. The control group did not receive any social skills instruction. Data from both pretests and posttests were analyzed statistically using ANCOVA methods. Along with recommendations for further research are the results and interpretations

The Theory of Dispositions in Filmmaking and Leadership

Inclusive media arts education should be accessible for all young people so that they can be successful citizens of this media-rich, media-saturated world. Issues surrounding access and exclusion are complex. What barriers contribute to exclusion within media arts education programs? The purpose of this study is to determine how best to create more inclusion in media arts education through leadership practices. More specifically, how do we become more inclusive in filmmaking practice, and what is the role of leadership in that endeavor? This study strives to determine how leadership best serves a highly successful inclusive media arts organization, and to make recommendations based on the findings with the aim of transferability to other media arts education programs. Through the paradigm of pragmatism, grounded theory qualitative research occurred at Bus Stop Films, an accessible film studies program that makes inclusive films located in Sydney, Australia. Interviews, a focus group, and observations were used during data collection. Research participants included administrators, teachers, staff, and students. Themes were drawn from the data using open, selective, and axial coding. Participants defined what success means to them, which traits and qualities are necessary to leadership in that environment, and what inclusive media arts means to them. The primary research question is as follows: How does leadership impact the success of inclusive media arts programs? Four major themes emerged from the data: inclusive leadership, dimensions of filmmaking culture, inclusive filmmaking practice, and purpose. The findings of this study led to the development of The Theory of Dispositions in Filmmaking, which posits that disposition serves as an active catalyst within leadership practices and filmmaking practices in media arts education programs

Leader Emergence in Self-Managed Teams as Explained by Surface- and Deep-Level Leader Traits

Leadership structures are flattening across organizations and teams, and according to Deloitte, the number one workforce trend of 2016 includes a shift from using traditional teams (whereby leadership and team member roles are clearly defined upon team inception) to self-managed teams (Kaplan et al., 2016). In comparison to traditional teams, self-managed teams do not have a designated leader upon team inception; instead, leaders come to fruition organically through a process deemed leader emergence (Humphrey, Hollenbeck, Meyer, & Ilgen, 2007). This process represents one that is bottom-up (i.e., leader(s) emerge from the team), rather than top-down, and is inherently ill-defined and flat. Accordingly, leadership is often dynamic and distributed on self-managed teams (Denis, Langley, & Sergi, 2012). Furthermore, this leadership structure is often referred to as shared leadership or leadership in the plural (Pearce & Conger, 2003; Denis et al., 2012). When effective, this type of leadership lends itself to increases among a host of desired team outcomes, including innovation, creativity, and performance (e.g., D’Innocenzo, Mathieu, & Kukenberger, 2016; DeSouza & Klein, 1995; Hoch, 2013). Because the underpinnings of leadership within self-managed teams differs from that of traditional hierarchical leadership, it is necessary to conduct empirical research within this domain to fully understand its underlying processes. It is possible that inputs, processes, and outcomes that makeup traditional leadership structures do not operate in a similar manner for self-managed teams. Moreover, the heightened use of self-managed teams bolsters this need for empirical research within this domain. Researchers have begun to scratch the surface regarding predictors of emergent leadership within self-managed teams (e.g., Ensari, Riggio, Christian, & Carslaw, 2011); however, a large portion of research conducted is cross-sectional using samples that might not generalize (e.g., teams working together for a few hours). Furthermore, researchers have recently called for more longitudinal research on self-managed teams (e.g., Kalish & Luria, 2016). In response, the current study investigates the process of leader emergence within self-managed, engineering product-development teams over the course of 16 weeks. Drawing from implicit leadership theory (Lord & Hall, 2003; Shondrick & Lord, 2010), social role theory (Berdhal, 1996), diversity theory (Harrison, Price, & Bell, 1998; Harrison, Price, Gavin, & Florey, 2002) and relevant empirical research on leader emergence and individual differences (e.g., Barrick, Patton, & Haugland, 2000; Bergman et al., 2014; Deuling et al., 2011; Kalish & Luria, 2016), I argue that the criteria utilized to identify leader emergence changes throughout a team’s lifecycle. In particular, during initial stages, surface-level leader traits predict leader emergence, but over time this effect diminishes and deep-level leader traits are leveraged. Results from two samples provide preliminary evidence of this notion. Assertiveness, a surface-level leader trait, predicted initial leader emergence; however, the variance explained was shared with grit-perseverance, a deep-level leader trait. In contrast, lagged leader emergence was only predicted by grit-perseverance. Supplemental analyses indicated that grit-perseverance predicted leader emergence and effectiveness above and beyond conscientiousness, indicating that the explanatory power of this deep-level leader trait may be more than originally anticipated