He is a dreadful manager i have always liked the

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“He is a dreadful manager. . . . I have always liked [the person], but I have found it impossible to work for him. . . . He acts without thinking and with bad judgment. . . . He does not give credit where due. . . . Very often, when told a new idea, he will immediately attack it and say it is worthless or even stupid, and tell you that it was a waste of time to work on it. This alone is bad management, but if the idea is a good one he will soon be telling people about it as though it was his own.”
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3.3 Dark Triad - Measurement How do I score on the ‘Dark Triad’? The “Dirty Dozen” is a validated personality questionnaire. For each of the 12 items (see next slide), indicate one value from 1 ( =strongly disagree ) to 9 ( =strongly agree ). Answer spontaneously and honestly. Of course, I will not ask for your results in the lecture. (Jonason & Webster, 2010)
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3.3 Dark Triad - Measurement How well do the following statements describe you? Strongly disagree Strongly agree 1. I tend to manipulate others to get my way. 2. I have used deceit or lied to get my way. 3. I have used flattery to get my way. 4. I tend to exploit others towards my own end. 5. I tend to lack remorse 6. I tend to be unconcerned with the morality of my actions. 7. I tend to be callous or insensitive. 8. I tend to be cynical. 9. I tend to want others to admire me. 10. I tend to want others to pay attention to me. 11. I tend to seek prestige or status. 12. I tend to expect special favours from others.
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3.3 Dark Triad - Measurement How to calculate your score: Sum up the values that you indicated and divide the sum by 4: Machiavellianism: Items 1 to 4 Psychopathy: Items 5 to 8 Narcissism: Items 9 to 12 (Jonason & Webster, 2010)
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According to recent research, one single question is sufficient: True narcissists do not view their narcissism as a bad thing. In fact, they might be proud of it (van der Linden & Rosenthal, 2016) 3.3 Dark Triad - Measurement
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REFERENCES 4. State of the science – Give narcissists “a stage to shine”
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Nevicka et al. (2011), Leadership Quarterly Question: How does narcissism impact leader emergence and performance in teams? Theories: Leadership prototypes and self-enhancement Hypotheses: 1. Narcissists are more likely to emerge as leaders. 2. … especially in interdependent team settings. 3. … will perform better in interdependent team settings.
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Methods: 221 students in four-person teams Leader emergence: Ranking (score: 0 to 1) Team: Computer-simulated space mission Performance: Individual offensive score Narcissism: Self-assessment Condition 1: Interdependent ‘Best teams win’ Condition 2: Independent ‘Best individuals win’ Nevicka et al. (2011), Leadership Quarterly
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