Skip to main content

Leaders’ Psychopathic Traits in the Dynamic Context of Tourism Ventures: The Impact of Boldness on Managers’ Unethical Leadership and Unethical Employees’ Behavior Toward Customers

  • Conference paper
  • First Online:
Recent Advancements in Tourism Business, Technology and Social Sciences (IACuDiT 2023)

Abstract

Given the increased demand for entrepreneurial success, it is important for businesses to comprehend how they can retain a base of loyal customers through their employees’ compliant behavior. Although psychopathy among leaders and managers in various corporate and financial contexts has been identified as a potent underlying factor affecting employee attitudes and team functioning and ultimately organizational performance, empirical research has lagged behind. The purpose of the present study was to investigate the association between managers’ psychopathic traits (boldness) and service behavioral intentions of hotel employees. Empirical data were collected from 179 managers of the Greek hotel sector. A structural equation model analysis was followed. The results provide empirical evidence for all suggested hypothesized associations. In particular, the findings display that managers’ boldness predicted unethical leadership, which in turn positively associated with unethical employees’ behavior toward customers. The current work provides practical contributions for professionals in the hotel setting, who come up with the challenge to enhance their customers’ loyalty through higher expectations of employee behavior.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 189.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 249.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Aquino, K., & Reed, A., II. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423–1440.

    Article  Google Scholar 

  • Babiak, P., & Hare, R. D. (2006). Snakes in suits: When psychopaths go to work. HarperCollins.

    Google Scholar 

  • Bandura, A. (1991). Social cognitive theory of self-regulation.Organizational. Behavior and Human Decision Processes, 50(2), 248–287.

    Google Scholar 

  • Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of Applied Psychology, 85(3), 349–360.

    Article  Google Scholar 

  • Bertoldi, B. M., Perkins, E. R., Tuvblad, C., Oskarsson, S., Kramer, M. D., Latzman, R. D., Baker, L. A., Raine, A., & Patrick, C. J. (2021). Pursuing the developmental aims of the triarchic model of psychopathy: Creation and validation of triarchic scales for use in the USC: RFAB longitudinal twin project. Developmental Psychopathology, 34(3), 1088–1103.

    Article  Google Scholar 

  • Blau, P. (1960). Structural effects. American Sociological Review, 25, 178–193

    Google Scholar 

  • Blau, P. M. (1964). Exchange and power in social life. John Wiley.

    Google Scholar 

  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.

    Article  Google Scholar 

  • Bryant, W., & Merritt, S. M. (2019). Unethical pro-organizational behavior and positive leader–employee relationships. Journal of Business Ethics, 168, 1–17.

    Google Scholar 

  • Bryant, W., & Merritt, S. M. (2021). Unethical pro-organizational behavior and positive leader-employee relationships. Journal of Business Ethics, 168(4), 777–793.

    Article  Google Scholar 

  • Çakıcı, A. (2010). The silence of employee in organisations, why do we prefer to be silent. Detay Publishing

    Google Scholar 

  • Campbell, J.-L., & Goritz, A. (2014). Culture corrupts! A qualitative study of organizational culture in corrupt organizations. Journal of Business Ethics, 120(3), 291–225.

    Article  Google Scholar 

  • Cangiano, F., Parker, S. K., & Yeo, G. B. (2019). Does daily proactivity affect well-being? The moderating role of punitive supervision. Journal of Organisational Behaviour, 40(1), 59–72.

    Article  Google Scholar 

  • Cialdini, R., Li, Y. J., Samper, A., & Wellman, N. (2021). How bad apples promote bad barrels: Unethical leader behavior and the selective attrition effect. Journal of Business Ethics, 168(4), 861–880.

    Article  Google Scholar 

  • Cleckley, H. (1941). The mask of sanity: An attempt to clarify some issues about the so-called psychopathic personality. Mosby.

    Google Scholar 

  • Coyle-Shapiro, J. A. M., & Parzefall, M. (2008). Psychological contracts. In C. L. Cooper & J. Barling (Eds.), The Sage handbook of organizational behavior (pp. 17–34). Sage Publications.

    Google Scholar 

  • Crossen, B. R. (1993). Managing employee unethical behavior without invading individual privacy. Journal of Business Psychology, l, 8(1), 227–243.

    Article  Google Scholar 

  • Egorov, M., Kalshoven, K., & PircherVerdorfer, A. (2020). It’s a match: Moralization and the effects of moral foundations congruence on ethical and unethical leadership perception. Journal of Business Ethics, 167(3), 707–723.

    Article  Google Scholar 

  • Fehr, R., Welsh, D., Yam, K. C., Baer, M., Weid, W., & Vaulont,M. (2019). The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior. Organizational Behavior and Human Decision Processes, 153(1), 27–40.

    Google Scholar 

  • Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.

    Article  Google Scholar 

  • Harrison, C. (2018). Leadership theory and research. Palgrave Macmillan.

    Google Scholar 

  • Herschcovis, M. S., Turner, N., Barling, J., Arnold, K. A., Dupré, K. E., Inness, M., LeBlanc, M. M., & Sivanathan, N. (2007). Predicting workplace aggression: A meta-analysis. Journal of Applied Psychology, 97, 228–238.

    Article  Google Scholar 

  • Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524.

    Article  Google Scholar 

  • Hom, P. W., Tsui, A. S., Wu, J. B., Lee, T. W., Zhang, A. Y., Fu, P. P., et al. (2009). Explaining employment relationships with social exchange and job embeddedness. Journal of Applied Psychology, 94(1), 277–297.

    Article  Google Scholar 

  • Gan, C., Yang, L., Guo, W., & Wang, D. (2020). Unethical peer behavior and employee performance: A moderated mediation model of deontic justice and ethical climate. Ethics & Behavior, 30(2), 197–212.

    Article  Google Scholar 

  • Gond, J. P., Igalens, J., Swaen, V., & El Akremi, A. (2011). The human resources contribution to responsible leadership: An exploration of the CSR–HR interface. In N. M. Pless & T. Maak (Eds.), Responsible leadership (pp. 115–132). Springer.

    Chapter  Google Scholar 

  • Gounaris, S., Vassilikopoulou, A., & Chatzipanagiotou, K. C. (2010). Internal-market orientation: A misconceived aspect of marketing theory. European Journal of Marketing, 44, 1667–1699.

    Article  Google Scholar 

  • Kaptein, M. (2008). Developing a measure of unethical behavior in the workplace: A stakeholder perspective. Journal of Management, 34(5), 978–1008.

    Article  Google Scholar 

  • Kaptein, S. P. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(6), 843–869.

    Article  Google Scholar 

  • Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95, 1–31.

    Article  Google Scholar 

  • Kong, D. T. (2016). The pathway to unethical pro-organizational behavior: Organizational identification as a joint function of work passion and trait mindfulness. Personality and Individual Differences, 93(1), 86–91.

    Article  Google Scholar 

  • Koslowski, P. (2000). The limits of shareholder value. Journal of Business Ethics, 27(1–2), 137–148.

    Article  Google Scholar 

  • Landay, K., Harms, P. D., Credé, M. (2019). Shall we serve the dark lords? A meta-analytic review of psychopathy and leadership. Journal of Applied Psychology, 104(1), 183–196.

    Google Scholar 

  • Lee, A., Schwarz, G., Newman, A., & Legood, A. (2019). Investigating when and why psychological entitlement predicts unethical pro-organizational behavior. Journal of Business Ethics, 154(1), 109–126.

    Article  Google Scholar 

  • Lilienfeld, S. O., & Widows, M. R. (2005). Psychopathic personality inventory-revised: Professional manual. Psychological Assessment Resources Inc.

    Google Scholar 

  • Manroop, L., Singh, P., & Ezzedeen, S. (2014). Human resource systems and ethical climates: A resource-based perspective. Human Resource Management, 53(5), 795–816.

    Google Scholar 

  • Miao, Q., Newman, A., Yu, J., & Xu, L. (2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects? Journal of Business Ethics, 116(3), 641–653.

    Article  Google Scholar 

  • Neo, B., Sellbom, M., Smith, S.F., & Lilienfeld, S. O. (2018). Of boldness and badness: Insights into workplace malfeasance from a triarchic psychopathy model perspective. Journal of Business Ethics,149(1), 187–205.

    Google Scholar 

  • Nielsen, M., & Einarsen, S. (2012). Outcomes of exposure to workplace bullying: A meta-analytic review. Work & Stress. An International Journal of Work, Health & Organisations, 26(4), 309–332.

    Google Scholar 

  • Norberg, P. (2015). Bankers bashing back: Amoral CSR justifications. Journal of Business Ethics., 147(2), 401–418.

    Article  Google Scholar 

  • Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principal of who and what really counts. Academy of ManagementReview, 22(4), 853–886.

    Google Scholar 

  • Moore, C., & Gino, F. (2015). Approach, ability, aftermath: A psychological process framework of unethical behavior at work. Academy of Management Annals, 9(1), 235–289.

    Article  Google Scholar 

  • O’Fallon, M. J., & Butterfield, K. D. (2012). The influence of unethical peer behavior on observers’ unethical behavior: A social cognitive perspective. Journal of Business Ethics, 109(2), 117–131.

    Article  Google Scholar 

  • O’ Reilly, J., Aquino, K., & Skarlicki, D. (2016). The lives of others: Third parties’ responses to others’ injustice. Journal of Applied Psychology, 101(2), 171–189.

    Google Scholar 

  • Özdemir, L., ve Uğur, S.S. (2013). Çalışanların Örgütsel Ses ve Sessizlik Algılamalarının Demografik Nitelikler Açısından Değerlendirilmesi: Kamu ve Özel Sektörde Bir Araştırma. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 27(1), 257–280.

    Google Scholar 

  • Ozuem, W., Thomas, T., & Lancaster, G. (2016). The influence of customer loyalty on small island economies: An empirical and exploratory study. Journal of Strategic Marketing, 24, 447–469.

    Article  Google Scholar 

  • Parzefall, M.-R., & Salin, D. M. (2010). Perceptions of and reactions to workplace bullying: A social exchange perspective. Human Relations, 63(6), 761–780.

    Article  Google Scholar 

  • Patrick, C., Fowles, D., & Krueger, R. (2009). Triarchic conceptualization of psychopathy: Developmental origins of disinhibition, boldness, and meanness. Development and Psychopathology, 21(4), 913–938.

    Article  Google Scholar 

  • Pierce, J. R., & Aguinis, H. (2013). The too-much-of-a-good-thingeffect in management. Journal of Management, 39(2), 313–338.

    Article  Google Scholar 

  • Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185–227.

    Article  Google Scholar 

  • Ruchensky, J. R., & Donnellan, M. B. (2017). Integrating the HEXACO model with the Triarchic conceptualization of psychopathy. Personality and Individual Differences., 119(1), 129–133.

    Article  Google Scholar 

  • Rusaw, A. C. (2001). Leading public organizations an interactive approach. Harcourt College Publishers.

    Google Scholar 

  • Sellbom, M., Wygant, D. B., & Drislane, L. E. (2015). Elucidating the construct validity of the psychopathic personality inventory triarchic scales. Journal of Personal Assessment, 97(4), 374–381.

    Article  Google Scholar 

  • Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models. Sociological Methodology, 13, 290–312.

    Article  Google Scholar 

  • Umphress, E., & Bingham, J. (2011). When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organization Science, 22(3), 621–640.

    Article  Google Scholar 

  • Van Dyk, J. (2016, June). The mediating effect of a psychological wellbeing profile in the bullying and turnover intention relation.

    Google Scholar 

  • Vardi, Y. (2001). The effects of organizational and ethical climates on misconduct at work. Journal of Business Ethics, 29(4), 325–337

    Google Scholar 

  • Vardi, Y., & Weitz, E. (2001). Lead them not into temptation: Job autonomy as an antecedent of organizational misbehavior. Paper presented at the annual meeting of the Academy of Management Meeting.

    Google Scholar 

  • Veetikazhi, R., Kamalanabhan, T. J., Malhotra, P., Arora, R., & Mueller, A. (2022). Unethical employee behaviour: A review and typology. The International Journal of Human Resource Management, 33(10), 1076–2018.

    Article  Google Scholar 

  • Vergauwe, J., Hofmans, J., Wille, B., Decuyper, M., & De Fruyt, F. (2021). Psychopathy and leadership effectiveness: Conceptualizing and testing three models of successful psychopathy. The Leadership Quarterly, 32(6).

    Google Scholar 

  • Wang, T., Long, L., & Zhang, Y. (2018). A social exchange perspective of employee–organization relationships and employee unethical pro-organizational behavior: The moderating role of individual moral identity. Journal of Business Ethics, 159(2), 473–489.

    Article  Google Scholar 

  • Zhang, Y., He, B., & Sun, X. (2018). The contagion of unethical pro-organizational behavior: From leaders to followers. Frontiers in Psychology, 9(1), 1–9.

    Google Scholar 

  • Zhu, Y. (2013). Individual behavior: In-role and extra-role. International Journal of Business Administration, 4(1), 23–27

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Vasiliki Chatzi .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2024 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this paper

Check for updates. Verify currency and authenticity via CrossMark

Cite this paper

Chatzi, V., Galanou, A. (2024). Leaders’ Psychopathic Traits in the Dynamic Context of Tourism Ventures: The Impact of Boldness on Managers’ Unethical Leadership and Unethical Employees’ Behavior Toward Customers. In: Katsoni, V., Cassar, G. (eds) Recent Advancements in Tourism Business, Technology and Social Sciences. IACuDiT 2023. Springer Proceedings in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-031-54342-5_7

Download citation

Publish with us

Policies and ethics