How to mitigate destructive leadership: Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies

Birgit Schyns, Iris Gauglitz, Barbara Wisse, Astrid Schütz

Research output: Chapter in Book/Report/Conference proceedingChapterAcademicpeer-review

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Abstract

Leaders with Dark Triad traits (Machiavellianism, psychopathy, and narcissism) are notorious for their display of destructive behaviour in interacting with their subordinates. It may be argued that organisations have the obligation to protect the organisation as a whole and the people in it against the damaging effects that these leaders have. We posit that the organisations’ human resource management may be best suited to accomplish that goal.
In this chapter, we will outline a theoretical model explaining how HR practices may affect the relationship between leaders’ Dark Triad traits and destructive leadership. We will address the function of recruitment and promotion, career development and training, disciplinary actions, performance appraisal and feedback systems, and a complaints system. The chapter aims to provide guidance into what HR can do to protect the organisations’ most valuable asset (the employees) from destructive tendencies by Dark Triad leaders.
Original languageEnglish
Title of host publicationOvercoming bad leadership in organizations
Subtitle of host publicationA handbook for leaders, talent management professionals, and psychologists
EditorsD. Lusk, T. Hayes
PublisherOxford University Press Oxford, United Kingdom
Chapter13
Pages251–276
Number of pages26
ISBN (Electronic)9780197552773
ISBN (Print)9780197552759
DOIs
Publication statusPublished - May-2022

Publication series

NameThe SIOP professional practice series

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