Decoding Exploitative Leadership: The Intricate Role of Deception within the Dark Triad Framework

Leadership research has traditionally accentuated positive attributes; however, a substantial body of empirical evidence underscores the prevalence of ineffective leaders engaging in deviant behaviors. The concept of exploitative leadership introduces a paradigm that underscores the self-serving bias exhibited by certain leaders. Given the pivotal role of leaders in organizational management, scholarly discourse posits that their personalities exert a significant influence on decision-making processes and can predict organizational outcomes. This study delves into the realm of personality traits, with a specific focus on the dark triad (DT) – comprising narcissism, Machiavellianism, and psychopathy – known for their associations with unethical behavior, diminished job performance, and impulsivity. Despite these known associations, a limited understanding prevails regarding the manifestation of managers' dark tendencies and the circumstances that activate these traits. To address this gap, our research employs a trait activation theory framework, investigating potential moderators such as abusive supervision, interpersonal conflict, social undermining, and interpersonal influence. Utilizing multisource data gathered from 141 managers and their employees and supervisors, we adopt measures to minimize common-source bias. The study centers on the role of deception as a moderator, elucidating how it activates managers' dark traits and propels them towards engaging in exploitative leadership behaviors. This research contributes to a nuanced understanding of the intricate dynamics between leadership, personality traits, and organizational settings, unraveling the pivotal role of deception as a key activator of exploitative leadership.