By Joshua Perez

Undergraduate Research Assistant

 

Most people who have been in any sort of workplace setting have seen the constant pattern of some of the worst and most toxic people achieving higher management level positions. While in social settings, toxic people can simply be avoided as friends, when you’re working under a toxic person you are forced to deal with the toxicity directly and they can manipulate you with threats of pay and employment. This can in many cases kill workplace productivity and mood, a major net negative to a company. Why then do so many people who can be considered toxic end up in these management positions?

The University of Singapore’s Klaus Templer (2018) attempted to answer this question. Of course, that first required that he set a proper definition to what exactly a “toxic” person would be considered. He uses the idea of “the Dark Triad” to define toxicity. This is a set of personality traits which include exploiting others (Machiavelianism), a desire to be the center of attention (narcissism), and having little feeling or regard for fellow human beings (psychopathy). Whether a person was considered part of this was decided through self-reporting on a 16-item honesty humility exam in which low scores reflected a dark personality. Researchers hypothesized that when overall work skill was held constant, that because of dark personality there would be significant differences in both self-viewed political skill and outside-viewed political skill, both of which were measured by self-report and by supervisor evaluations respectively.

The study found that dark personality employees were often not the highest performing employees, yet were much more likely than honest employees to receive raises and promotions. This is explained by the fact that dark employees often considered themselves politically skilled and were often perceived by their employers as more politically skilled as well, often because many of these bosses are dark personalities as well. In contrast, honest employees consider themselves less politically skilled, and often this perception is often shared by employers. This study also showed that in team environments, when political skill is controlled for honest employees actually are better in team situations than dark employees.

These results has serious implications for every workplace. Templer suggests that the best way to prevent dark personality from being in these positions is for companies to identify them before they even enter the organization through similar self-report tests as used in this study. It should also be important for companies to recognize that even among similar political skill levels, honest personalities are more likely to produce better team results and create a more positive team atmosphere which is conducive to working. Thus, if you’re in a position in a company or team where you are under a toxic leader, you should recognize it will be difficult to unseat them or take away their power; however nothing is stopping you from improving your own results and political savviness so you can shine through and reach a similar position.

 

Citation:

Templer, K. J. (2018). Dark personality, job performance ratings, and the role of political skill: An

indication of why toxic people may get ahead at work. Personality and Individual

Differences, 124, 209-214. doi:10.1016/j.paid.2017.11.030