Meta-Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching

2013 ◽  
Vol 64 (1) ◽  
pp. 25-54 ◽  
Author(s):  
Blaine H. Gaddis ◽  
Jeff L. Foster
Keyword(s):  
Leadership Development ◽  
Executive Coaching ◽  
Meta Analysis ◽  
Personality Characteristics ◽  
Dark Side ◽  
Work Behaviors

The dark side of empathy: Meta‐analysis evidence of the relationship between empathy and depression

PsyCh Journal ◽  
2021 ◽  
Author(s):  
Zhiqiang Yan ◽  
Xiao Zeng ◽  
Jinlong Su ◽  
Xiaoxi Zhang
Keyword(s):  
Meta Analysis ◽  
Dark Side ◽  
The Relationship

scholarly journals Leadership transformation in Queensland Health

2009 ◽  
Vol 33 (3) ◽  
pp. 357 ◽  
Author(s):  
Meagan P Crethar ◽  
Jan N Phillips ◽  
Paul J Stafford ◽  
Stephen J Duckett
Keyword(s):  
Leadership Development ◽  
Executive Coaching ◽  
Development Program ◽  
Second Phase ◽  
Senior Leaders ◽  
Learning Modules ◽  
Queensland Health ◽  
Major Reform ◽  
Leadership Development Program ◽  
Key Staff

IN 2006, QUEENSLAND HEALTH embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: actionlearning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives ? an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.

Workplace Deviance

2018 ◽  
Author(s):  
Rebecca J. Bennett ◽  
Shelly Marasi ◽  
Lauren Locklear
Keyword(s):  
21St Century ◽  
Sexual Misconduct ◽  
Well Being ◽  
Third Parties ◽  
Workplace Deviance ◽  
Personality Characteristics ◽  
Dark Side ◽  
Employee Theft ◽  
Lack Of Control ◽  
History Of

The history of workplace deviance research has evolved from a focus on singular behaviors, such as theft or withdrawal in the 1970s and 1980s, to the broader focus on a range of behaviors in the 21st century. This more inclusive cluster of related “dark side” behaviors is made up of voluntary behaviors that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both. Examples of behaviors that fall in this domain are employee theft and sabotage of organizational goods, services, data, customer lists, materials, working slow, calling in sick when you are not, bullying, harassment, discrimination, and gossip. Workplace deviance can be targeted at other individuals in the organization (coworkers, supervisors, subordinates) or at the organization itself, or both. Typically the actor’s perspective is considered, but other relevant views of the behavior include the supervisor/the organization, peers, customers, or other third parties. Many causes have been studied as sources of deviant workplace behaviors, for example personality characteristics such as neuroticism or low conscientiousness, modeling others’ behavior, experiences of injustice, uncertainty, lack of control or feelings of anger, frustration, and dissatisfaction. Nowadays, some researchers are returning to a focus on individual behaviors, or smaller clusters of behaviors such as sexual misconduct, gossip, and even constructive deviance, and the outcomes of workplace deviance on actors, targets, and observers are being investigated.

Political skill and self-serving counterproductive work behaviors: Moderating role of perceptions of organizational politics

2019 ◽  
pp. 1-18
Author(s):  
Fariha Zahid ◽  
Arif Nazir Butt ◽  
Abdul Karim Khan
Keyword(s):  
Political Skill ◽  
Organizational Politics ◽  
Organizational Outcomes ◽  
Counterproductive Work Behaviors ◽  
Dark Side ◽  
Work Behaviors ◽  
Perceptions Of Organizational Politics ◽  
Political Perceptions ◽  
Activation Theory ◽  
Trait Activation

AbstractThe scholarship on political skill documents that it is a social savvy, personal style construct, associated with positive personal and organizational outcomes. However, this study takes a counterintuitive view and demonstrates that despite being a positive resource, political skill also has the potential to be used as a self-serving device to achieve one's personal agendas in the form of self-serving counterproductive work behaviors. Borrowing insights from the trait activation theory, this study demonstrates that a context, high in political perceptions, acts as an incentivized condition for politically skilled people to execute its dark side. The results supported the hypothesis and revealed that under high perceptions of organizational politics, political skill will have a significant, positive relation with self-serving counterproductive work behaviors. The study discusses important theoretical and practical implications of these results and extends the domains of political skill and counterproductive work behaviors.

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