The Dark Triad and Organizational Citizenship Behaviors: the Moderating Role of High Involvement Management Climate

Abstract

The present study extends research related to the dark triad (DT) personality traits, Machiavellianism, narcissism, and psychopathy, by demonstrating a managerial action that mitigates negative behaviors traditionally associated with the DT. Drawing from self-determination theory, we suggest that a high involvement management climate acts as an important boundary condition influencing the relationship between subordinate DT personality traits and subordinate organizational citizenship behaviors (OCB). In a sample of 97 work groups, comprised of 298 employees, we find general support for our predictions that a high involvement management climate affects the rate at which Machiavellians and narcissists engage in OCB. Results from the present study are important for theory and practice alike because research has yet to identify actions managers can take to help combat detrimental effects of the DT in the workplace.

Appendix

Scales from the study.

Dirty Dozen (Jonason & Webster, 2010 )

Instructions: How much do you agree or disagree with the following items?

(1—strongly disagree, 5—strongly agree: M = Mach, P = psychopathy, N = narcissism)

• 1. I tend to manipulate others to get my way. (M)

• 2. I have used deceit or lied to get my way. (M)

• 3. I have used flattery to get my way. (M)

• 4. I tend to exploit others towards my own end. (M)

• 5. I tend to lack remorse. (P)

• 6. I tend to be unconcerned with the morality of my actions. (P)

• 7. I tend to be callous or insensitive. (P)

• 8. I tend to be cynical. (P)

• 9. I tend to want others to admire me. (N)

• 10. I tend to want others to pay attention to me. (N)

• 11. I tend to seek prestige or status. (N)

• 12. I tend to expect special favors from others. (N)

High involvement management (Smith et al., 2016)

Instructions: Think of your current immediate manager (or supervisor) when stating your agreement or disagreement with the next set of statements.

(1 = strongly disagree, 5 = strongly agree)

• 1. My manager encourages employees to set goals above their past performance accomplishments.

• 2. My manager encourages employees to regularly record their performance accomplishments.

• 3. My manager provides updates regarding the status of the ideas that they have represented to upper-management.

• 4. My manager encourages employees to present contradicting opinions during meetings.

• 5. My manager sets goals with work unit members during performance evaluations.

• 6. My manager encourages the free exchange of ideas and opinions within my work unit.

• 7. My manager teaches employees how to evaluate their own performance.

• 8. My manager promotes open discussion of all issues that are raised at work unit meetings.

• 9. When dealing with upper-management, my manager relates what he/she learned to my work unit.

• 10. When an employee questions organizational policy, my manager relays his/her concerns to upper management.

• 11. My manager provides upper = management feedback to employees as soon as he/she receives it.

• 12. My manager keeps track of individual employee’s performance in order to facilitate personal goal-setting.

• 13. When assigning projects, my manager states upper-management’s expectations.

• 14. When conflicts arise within my work unit, my manager acts as a mediator.

• 15. My manager encourages employee questions in work unit meetings.

Organizational citizenship behavior (Lee & Allen, 2002 )

Instructions: Please rate [employee’s name] in terms of their engagement in the following behaviors.

(1—never, 7—always)

• 1. This employee helps others who have been absent.

• 2. This employee is willing to give her/his time to help others who have work-related problems.

• 3. This employee adjusts her/his work schedule to accommodate other employee’s requests for time off.

• 4. This employee goes out of her/his way to make newer employees feel welcome in the work group.

• 5. This employee shows genuine concern and courtesy toward coworkers, even under the most trying business or personal situations.

• 6. This employee gives up time to help others who have work or non-work problems.

• 7. This employee assists others with their duties.

• 8. This employee shares personal property with others to help their work.

• 9. This employee attends functions that are not required but that help the organization’s image.

• 10. This employee keeps up with developments in the organization.

• 11. This employee defends the organization when other employees criticize it.

• 12. This employee shows pride when representing the organization in public.

• 13. This employee offers ideas to improve the functioning of the organization.

• 14. This employee expresses loyalty toward the organization.

• 15. This employee takes action to protect the organization from potential problems.

• 16. This employee demonstrates concern about the image of the organization.