Can Dark Triad Traits in Leaders Be Associated with Positive Outcomes of Transformational Leadership: Cultural Differences
Authors
Aurelija Stelmokienė
Vytautas Magnus University, Psychology Department, Kaunas, Lithuania
Tadas Vadvilavičius
Vytautas Magnus University, Psychology Department, Kaunas, Lithuania
Keywords:
dark triad traits, transformational leadership, extra effort, satisfaction with a leader, leadership effectiveness, culture, quasi-experiment
Abstract
Research that combines dark triad traits and positive leadership styles or outcomes is welcome but still scarce. A quasi-experimental study investigated the mediating role of transformational leadership in linking dark triad leader traits with followers’ extra effort, leadership effectiveness, satisfaction with a leader and the moderating role of culture to these relationships. The moderated mediation model was tested with data from 189 respondents (109 from Lithuania and 80 from Turkey). Participants were asked to answer sociodemographic questions, read one out of five scenarios with hypothetical leaders, and rate those leaders with Dirty Dozen and Multifactor Leadership Questionnaires. Results showed that transformational leadership mediated the relationships for dark triad leader traits with followers’ extra effort, leadership effectiveness and satisfaction with a leader. Conditional indirect effects of a leader’s dark triad traits on three leadership outcomes (followers’ extra effort, leadership effectiveness and satisfaction with a leader) were significant only for Lithuanians. Negative traits were related to less positive outcomes through lower transformational leadership. This effect was stronger in the Lithuanian sample.
