When an organization is in the market for a new manager, it is common that they use the trait approach to find the right individual for the job. The trait approach focuses on certain characteristics that certain individuals have, and are born with, that differentiate them from their subordinates. These traits make them born leaders, (Northouse, 2013). However, many individuals who possess positive leadership attributes also possess dark side personality traits. In my mind, the biggest issue with hiring based on the trait approach is that dark side personality traits are not always detectable until an individual is already in a leadership position. The reason is the one-note nature of the hiring process.
As we know, dark side personality traits include argumentative, interpersonal insensitivity, narcissism, fear of failure, perfectionism, and impulsivity (PSU WC, 2014, L. 2). An argumentative person is someone who is overly negative and defensive. Interpersonal insensitivity is tied directly with emotional intelligence; it is related to the individuals lack of perception of others feelings, emotions, and concerns. Narcissism is arrogance. Perfectionism and fear of failure stem from an individual’s need to be always right. Lastly, impulsivity pertains to the leader’s lack of patience and selfishness. These six traits can really render a goal unattained because it makes followers less motivated and less inclined to work hard (PSU WC, 2014, L. 2).
One way that a person can become a leader is by being assigned to a position. The most obvious example is being hired for a job. The most successful way of assessing whether an individual will be an effective leader is through the multiple-hurdles approach, which begins with a competency model. Using the trait approach, this model would be a list of desirable traits the employer is seeking in a perspective leader. After a list of traits is determined, the perspective leaders will be given a paper-and-pencil test, often used as a personal inventory to assess personality traits and consistency of answers. If this is passed, the applicants move on to a face-to-face interview where a predetermined set of questions is asked to everyone. If the applicant passes the interview, an assessment center is the last stop before an individual is selected for a job (PSU WC, 2014, L. 1). Although this a common sequence of the hiring process, it has a glaring fault – dark side personality traits are often times undetected during the hiring process and do not come out until after the leader has been in charge for a extended period of time. Personality inventories and questionnaires are designed to determine where the perspective employee stands in regards to the Five Factors Model of Personality – neuroticism, extraversion, openness, agreeableness, and conscientiousness – all of which have varying correlation with effective leadership. However, they only scratch the surface of the deeper dark side personality traits. Interviews are designed to find out how individuals have handled situations in the past, but do not delve into why. One of the main issues with this hiring process is that it leaves the applicant open to answer in a way that he/she thinks is desirable, leaving out certain things that would be unfavorable. Overtime, individuals who “cheat the system” generally begin to uncover negative traits that can greatly harm the company. This happened at a restaurant in Philadelphia, PA, leading the company to experience high employee turn-over rates, low employee morale, and loss of business.
I once had a manager who was narcissistic and argumentative. Erin Nooks was my manager at a local pizza restaurant in downtown Philadelphia. He became the executive manager by charming the owner with his wit, intelligence, and charisma. During the interview process, he answered every question correctly and was quickly named the leader of the restaurant. Things started off smoothly while he was transitioning into the job, but once he was comfortable, the situation turned for the worse. Erin Nooks was an incredibly arrogant and selfish individual. I quickly found myself dreading coming to work, and sensed that my fellow employees felt the same way. I had worked there for a few years before Erin took over as manager, and grew familiar and friendly with a few customers who regularly attended the restaurant. A few of them mentioned to me that something seemed wrong in the restaurant. The negative attitude of the employees was greatly affecting their customer service – we simply did not care anymore. The restaurant lost an abundance of repeat customers during Erin’s employment.
Dark side personality traits create problems for organizations because they lead to lack of goal attainment and negative employee morale. The assessment and selection of leaders through the trait approach needs to be evaluated further in order to figure out ways to detect dark side personality traits before a leader is implemented. By conducting further research, managers like Erin Nook can be weeded out before they negatively affect the organization. One way this can be altered is through new personality inventories, questionnaires, and structured interview questions designed to bring negative traits to light.
References
Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Los Angeles: SAGE.
Pennsylvania State University World Campus (2014). Psych 485 Lesson 1: Introduction to Leadership. Retrieved from https://courses.worldcampus.psu.edu/fa14/psych485/001/content/01_lesson/printlesson.html
Pennsylvania State University World Campus (2014). Psych 485 Lesson 2: Trait Approach. Retrieved from https://courses.worldcampus.psu.edu/fa14/psych485/001/content/02_lesson/printlesson.html