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The Dark Triad personality traits correlate with distinct influence tactics in workplace settings. Psychopathy correlates with threat-based tactics, while Machiavellianism correlates with charm and overt manipulation of people and situations. Narcissism correlates with using physical appearance as an influence tactic.
Illustration of the triad. The dark triad is a psychological theory of personality, first published by Delroy L. Paulhus and Kevin M. Williams in 2002, [1] that describes three notably offensive, but non-pathological personality types: Machiavellianism, sub-clinical narcissism, and sub-clinical psychopathy.
Machiavellianism is one of the traits in the dark triad model, along with psychopathy and narcissism. In the field of personality psychology, Machiavellianism (sometimes abbreviated as MACH) is the name of a personality trait construct characterized by interpersonal manipulation, indifference to morality, lack of empathy, and a calculated focus on self-interest.
Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment.
The Dark Triad Dirty Dozen (DTDD) is a brief 12-question personality inventory test to assess the possible presence of the three subclinical dark triad traits: Machiavellianism, narcissism, and psychopathy. [1] The DTDD was developed to identify the dark triad traits among subclinical adult populations. It is a screening test. [2]
The Dark (or D) Factor of Personality [1] is a basic psychological personality trait and thus relatively consistent across situations and stable across time. [2] Elevated levels in D predispose individuals towards a broad range of socially and ethically aversive thoughts and behaviors, such as aggression, bullying, cheating, crime, stealing, vandalism, violence, and many others.
In industrial and organizational psychology, organizational citizenship behavior (OCB) is a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks. Organizational citizenship behavior has been studied since the late 1970s.
Due to the vast potentially different combination of the employees’ formal hierarchical and informal community participation, each organization is therefore a unique phenotype along a spectrum between a pure hierarchy and a pure community (flat) organizational structure." Lim, M., G. Griffiths, and S. Sambrook. (2010).