People with disagreeable personalities (selfish, combative, and manipulative) do not have an advantage in pursuing power at work

@article{Anderson2020PeopleWD,
  title={People with disagreeable personalities (selfish, combative, and manipulative) do not have an advantage in pursuing power at work},
  author={Cameron Anderson and Daron L. Sharps and Christopher J. Soto and Oliver P. John},
  journal={Proceedings of the National Academy of Sciences},
  year={2020},
  volume={117},
  pages={22780 - 22786}
}
Significance Are disagreeable individuals more likely to attain power than agreeable individuals? This question is important because highly disagreeable individuals in positions of power can do a lot of damage. For example, CEOs who are nasty and bullying create cultures of abuse and tend to lead their organizations to fail. In two longitudinal prospective studies, we found that disagreeableness did not predict the attainment of power. Selfish, deceitful, and aggressive individuals were no more… 

Figures and Tables from this paper

Taking charge and stepping in: Individuals who punish are rewarded with prestige and dominance

A hallmark of human societies is the scale at which we cooperate with many others, even when they are not closely genetically related to us. One proposed mechanism that helps explain why we cooperate

Dominance is necessary to explain human status hierarchies

Durkee et al. (2020) conducted a cross-cultural investigation of people’s beliefs about how traits, behaviors, and practices that enhance an individual’s perceived ability to generate benefits

Psychological Selfishness

Selfishness is central to many theories of human morality, yet its psychological nature remains largely overlooked. Psychologists often draw on classical conceptions of selfishness from evolutionary

Dominance in humans

Dominance captures behavioural patterns found in social hierarchies that arise from agonistic interactions in which some individuals coercively exploit their control over costs and benefits to

Two Ways to Stay at the Top: Prestige and Dominance Are Both Viable Strategies for Gaining and Maintaining Social Rank Over Time

Among 548 MBA students in 104 groups, peer-rated dominance and prestige predicted gains in social rank over the course of 4 weeks, indicating that both strategies may help people not only gain social rank but also maintain it over time.

Nice guys don't always finish last: succeeding in hierarchical organizations

What are the chances of an ethical individual rising through the ranks of a political party or a corporation in the presence of unethical peers? To answer this question, I consider a four-player

Research and leaders: a twisted tale!

Nation’s Business and the environment: the U.S. Chamber’s changing relationships with DDT, “ecologists,” regulations, and renewable energy

  • Adam D. Orford
  • Economics
    Journal of Environmental Studies and Sciences
  • 2021
Nation’s Business was a monthly business magazine published by the U.S. Chamber of Commerce, with a subscription list larger than Business Week , Forbes , or Fortune . This study explores how the

References

SHOWING 1-10 OF 60 REFERENCES

Who wants to get to the top? Class and lay theories about power.

The findings suggest that the common belief that political behavior is required for advancement may help explain why class inequalities persist and why creating class-based diversity in upper-level positions poses a serious challenge.

Perceived Victimization in the Workplace: The Role of Situational Factors and Victim Characteristics

Harmful interpersonal behavior at work has generally been studied from the perspective of perpetrators. In contrast, theories of victimization suggest that other factors may also determine why

Helping one's way to the top: self-monitors achieve status by helping others and knowing who helps whom.

This behavior provides one explanation for why high self-monitors acquire elevated status among their peers--they are more attuned to status dynamics in exchange relations and adapt their behavior in ways that elicit status.

The Pursuit of Status: A Self-presentational Perspective on the Quest for Social Value

This chapter focuses on the ways in which people seek status in their interpersonal interactions and relationships. Our analysis conceptualizes status as the degree to which other people perceive

Agreeableness, empathy, and helping: a person x situation perspective.

Overall, prosocial motivation is linked to Agreeableness as a dimension of personality, proximal prosocial cognition and motives, and helping behavior across a range of situations and victims.

Personality and Status Attainment: A Micropolitics Perspective

In the current chapter, we review research on personality and status attainment. We find that extraversion, trait dominance, neuroticism, and self-monitoring consistently predict status attainment

Two ways to the top: evidence that dominance and prestige are distinct yet viable avenues to social rank and influence.

It is demonstrated that Dominance and Prestige are distinct yet viable strategies for ascending the social hierarchy, consistent with evolutionary theory.

Divide and conquer: when and why leaders undermine the cohesive fabric of their group.

Four experiments supported the hypothesis that, when they perceive their power to be threatened, leaders create divisions among their subordinates in order to protect their power and reduce threats posed by potential alliances among those subordinates and shed light on factors that may undermine positive social processes within groups.

Personality and organizational culture as determinants of influence.

Consistent with expectations, extraverts attained more influence in a team-oriented organization, whereas conscientious individuals attained more Influence in an organization in which individuals worked alone on technical tasks.

8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status

Abstract Hierarchy is such a defining and pervasive feature of organizations that its forms and basic functions are often taken for granted in organizational research. In this review, we revisit some
...