[Home ] [Archive]   [ فارسی ]  
:: Main :: About :: Current Issue :: Archive :: Search :: Submit :: Contact ::
Main Menu
Home::
Journal Information::
Articles archive::
For Authors::
For Reviewers::
Registration::
Contact us::
Site Facilities::
::
Search in website

Advanced Search
..
Receive site information
Enter your Email in the following box to receive the site news and information.
..
:: Volume 13, Issue 1 (3-2024) ::
MEO 2024, 13(1): 159-178 Back to browse issues page
The role of dark traits of personality and organizational procrastination in the leadership ‎styles of school principals
Mohammad Abdul Karimpour , Reza Abdullahzadeh * , Ali Zeinali
Islamic Azad University
Abstract:   (1394 Views)
This research was conducted to determine the role of four dark traits of personality and organizational procrastination in the leadership styles of school principals. The current research method was correlational research. The statistical population of the research included all principals and vice-principals of schools (all levels) of Maku Free Zone (Shot, Poldasht, and Maku cities) in 2022, to number 220 people. All managers participated in the study.The reliability of the questionnaires was calculated using Cronbach's alpha coefficient of 0.83, 0.89, and 0.88, respectively, and the validity of the questionnaires was confirmed using the Factor Analysis method. Data collection tools included a four-dark personality traits scale, a multifactorial leadership scale, and an organizational procrastination questionnaire. Data analysis was done using multiple regression analysis in SPSS version 26. The regression analysis results showed that dark personality traits and organizational procrastination could predict transformational leadership style negatively and exchange and non-intervention styles positively (p≤0.05). According to the findings, it can be suggested that dark personality traits and organizational negligence play a significant role in reducing the transformational leadership style and increasing the exchange and non-intervention styles of managers, which requires more attention in management planning.
 
Article number: 7
Keywords: procrastination, dark personality traits, leadership styles, manager.‎
Full-Text [PDF 646 kb]   (376 Downloads)    
Type of Study: Research | Subject: managing education in education
Received: 2023/10/15 | Accepted: 2024/02/12
References
1. Ahmed Iqbal, Z., Abid, G., Arshad, M., Ashfaq, F., Athar, M. A., & Hassan, Q. (2021). Impact of authoritative and Laissez-Faire leadership on thriving at work: the moderating role of conscientiousness. European Journal of Investigation in Health, Psychology and Education, 11(3), 667-685. [DOI:10.3390/ejihpe11030048]
2. Bass, B. M., & Avolio, B. J. (2003). Multifactor leadership questionnaire: MLQ; sampler set; technical report, leader form, rater form, and scoring key for MLQ form 5x-short. Mind Garden
3. Bentley, M., & Saklofske, D. (2021). Dark Leaders: Examining the Relation Between Dark Triad Personality Traits and Leadership Styles in Business Students. Western Undergraduate Psychology Journal, 9(1).
4. Babiak, P., Hare, R. D. (2006). Snakes in suits: when psychopaths go to work. HarperCollins, New York.
5. Boddy, C. R., Ladyshewsky, R., Galvin, P. (2010). Leaders without ethics in global business: corporate psychopaths. J Public Aff, 10, 121-138. [DOI:10.1002/pa.352]
6. Çoğaltay, N., & Boz, A. (2022). Influence of school leadership on collective teacher efficacy: a cross-cultural meta-analysis. Asia Pacific Education Review, 1-21. [DOI:10.1007/s12564-022-09754-9]
7. de Vries, M. K., & Balazs, K. (2010). The shadow side of leadership. In Handbook of top management teams (pp. 183-190). London: Palgrave Macmillan UK. [DOI:10.1057/9780230305335_19]
8. DeShong, H. L., Grant, D. M., & Mullins-Sweatt, S. N. (2015). Comparing models of counterproductive workplace behaviors: The Five-Factor Model and the Dark Triad. Personality and individual differences, 74, 55-60. [DOI:10.1016/j.paid.2014.10.001]
9. Diller, S. J., Frey, D., & Jonas, E. (2021). Coach me if you can! Dark triad clients, their effect on coaches, and how coaches deal with them. Coaching: An International Journal of Theory, Research and Practice, 14(2), 110-126. [DOI:10.1080/17521882.2020.1784973]
10. Fan, X., Wang, D., Wang, F., & Kraimer, M. L. (2023). When leaders are forced to stay: The indirect effects of leaders' reluctant staying on subordinates' performance. Journal of Organizational Behavior. [DOI:10.1002/job.2743]
11. Genau, H. A., Blickle, G., Schütte, N., & Meurs, J. A. (2021). Machiavellian leader effectiveness. Journal of Personnel Psychology. [DOI:10.1027/1866-5888/a000284]
12. Ghanbari, S., & Majooni, H. (2021). The Role of Destructive Leadership in Burnout Mediated by Organizational Justice and Procrastination. Strategic Research on Social Problems in Iran, 10(3), 69-98. [In Persian]
13. ghasemzadeh, A., Mozneb Khodaei, M., & Barghi, E. (2020). The role of leadership style and culture of the learning organization on the effectiveness of schools. Applied Educational Leadership, 1(2), 69-80. [In Persian]
14. Ghazi, S., & Rahimi, H. (2019). Determining Organizational Procrastination & Indifference Based on Personality Traits and Job Nature in Employees of Education Office in Qods City. Teacher Professional Development, 4(3), 27-44. [In Persian]
15. Gilbert, P., & Basran, J. (2019). The evolution of prosocial and antisocial competitive behavior and the emergence of prosocial and antisocial leadership styles. Frontiers in Psychology, 10, 610. [DOI:10.3389/fpsyg.2019.00610]
16. Göncü Köse, A., & Metin, U. B. (2018). Linking leadership style and workplace procrastination: The role of organizational citizenship behavior and turnover intention. Journal of prevention & intervention in the community, 46(3), 245-262. [DOI:10.1080/10852352.2018.1470369]
17. Grondel, D. T. (2016). An investigation of the relationship between leadership styles and dark leadership behavior in law enforcement executives (Doctoral dissertation, Brandman University).
18. Harms, P. D. (2022). Bad is stronger than good: A review of the models and measures of dark personality. Zeitschrift für Psychologie. [DOI:10.1027/2151-2604/a000496]
19. Henttonen, P., Salmi, J., Peräkylä, A., & Krusemark, E. A. (2022). Grandiosity, vulnerability, and narcissistic fluctuation: Examining reliability, measurement invariance, and construct validity of four brief narcissism measures. Frontiers in Psychology, 13, 993663. [DOI:10.3389/fpsyg.2022.993663]
20. Jacobsen, C. B., Andersen, L. B., Bøllingtoft, A., & Eriksen, T. L. M. (2022). Can leadership training improve organizational effectiveness? Evidence from a randomized field experiment on transformational and transactional leadership. Public Administration Review, 82(1), 117-131. [DOI:10.1111/puar.13356]
21. Jonason, P. K., & Webster, G. D. (2010). The dirty dozen: a concise measure of the dark triad. Psychological assessment, 22(2), 420. [DOI:10.1037/a0019265]
22. Jonason, P. K., Webster, G. D., Schmitt, D. P., Li, N. P., & Crysel, L. (2012). The antihero in popular culture: Life history theory and the dark triad personality traits. Review of General Psychology, 16(2), 192-199. [DOI:10.1037/a0027914]
23. Jonason, P. K., Wee, S., & Li, N. P. (2015). Competition, autonomy, and prestige: Mechanisms through which the Dark Triad predict job satisfaction. Personality and Individual Differences, 72, 112-116. [DOI:10.1016/j.paid.2014.08.026]
24. Karadağ, M., Altınay Aksal, F., Altınay Gazi, Z., & Dağli, G. (2020). Effect size of spiritual leadership: In the process of school culture and academic success. Sage Open, 10(1), 2158244020914638. [DOI:10.1177/2158244020914638]
25. Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout and social loafing: a mediation model. Future Business Journal, 6(1), 1-13. [DOI:10.1186/s43093-020-00043-8]
26. Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C., & Tang, R. L. (2010). In pursuit of power: The role of authoritarian leadership in the relationship between supervisors' Machiavellianism and subordinates' perceptions of abusive supervisory behavior. Journal of Research in Personality, 44(4), 512-519. [DOI:10.1016/j.jrp.2010.06.004]
27. Leary, T., & Ashman, J. (2018). Narcissistic leadership: Important considerations and practical implications. International Leadership Journal, 10(2), 62-74.
28. Mathieu, C. (2021). Chapter 5 - Leadership and dark personalities. In C. Mathieu (Ed.), Dark Personalities in the Workplace (pp. 97-121). Academic Press. [DOI:10.1016/B978-0-12-815827-2.00005-3]
29. Meere, M., & Egan, V. (2017). Everyday sadism, the Dark Triad, personality, and disgust sensitivity. Personality and Individual Differences, 112, 157-161. [DOI:10.1016/j.paid.2017.02.056]
30. Nohe, C., & Michaelis, B. (2016). Team OCB, leader charisma, and organizational change: A multilevel study. The Leadership Quarterly, 27(6), 883-895. [DOI:10.1016/j.leaqua.2016.05.006]
31. Novitasari, D., Supiana, N., Supriatna, H., Fikri, M. A. A., & Asbari, M. (2021). The role of leadership on innovation performance: Transactional versus transformational style. Jurnal Ilmiah Manajemen Fakultas Ekonomi, 7(1), 27-36. [DOI:10.34203/jimfe.v7i1.2981]
32. Oluwasanu, M. M., Oladepo, O., & Ibitoye, S. E. (2021). Qualitative views of Nigerian school principals and teachers on the barriers and opportunities for promoting students' physical activity behaviours within the school settings. BMC public. [DOI:10.1186/s12889-021-12327-x]
33. O'Meara, A., Davies, J., & Hammond, S. (2011). The psychometric properties and utility of the Short Sadistic Impulse Scale (SSIS). Psychological assessment, 23(2), 523. [DOI:10.1037/a0022400]
34. Paulhus, D. L., & Williams, K. M. (2002). The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of research in personality, 36(6), 556-563. [DOI:10.1016/S0092-6566(02)00505-6]
35. Paulhus, D. L., & Williams, K. M. (2002). The Dark Triad of personality: Narcissism, Machiavellianism, and psychopathy. J Res Pers, 36, 556-563. [DOI:10.1016/S0092-6566(02)00505-6] [DOI:10.1016/S0092-6566(02)00505-6]
36. Phaneuf, J. É., Boudrias, J. S., Rousseau, V., & Brunelle, É. (2016). Personality and transformational leadership: The moderating effect of organizational context. Personality and Individual Differences, 102, 30-35. [DOI:10.1016/j.paid.2016.06.052]
37. Moghly AR.(2001) [Model of Transformational Leadership in Administrative Organization in Iran]. Unpublished doctoral dissertation, University of Allameh Tabatabae Tehran- Iran. (Persian)
38. Phaneuf, J. É., Boudrias, J. S., Rousseau, V., & Brunelle, É. (2016). Personality and transformational leadership: The moderating effect of organizational context. Personality and Individual Differences, 102, 30-35. [DOI:10.1016/j.paid.2016.06.052]
39. Rezaei B, Yarmohammadian M H, Mahmoodzadeh Ardakani H. (2017). The Relationship Between Nurse Managers' Leadership Styles and Procrastination in Nursing Staff in Isfahan Social Welfare Hospitals. Avicenna J Nurs Midwifery Care, 25 (1), 60-68. [In Persian] [DOI:10.21859/nmj-25018]
40. Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. Leadersh Q, 17 (6): 617-633. [DOI:10.1016/j.leaqua.2006.10.005]
41. Saffarinia, M., & Amirkhani, Z. (2016). The Relationship between Organizational Procrastination and Burnout in Employees of Public Organizations in Tehran Province. Industrial and Organizational Psychology Studies, 3(1), 41-56. [In Persian]
42. Sanecka, E. (2020). Psychopathy and procrastination: Triarchic conceptualization of psychopathy and its relations to active and passive procrastination. Current Psychology, 1-14. [DOI:10.1007/s12144-020-00604-8]
43. Schattke, K., & Marion-Jetten, A. S. (2022). Distinguishing the explicit power motives: Relations with dark personality traits, work behavior, and leadership styles. Zeitschrift für Psychologie, 230(4), 290. [DOI:10.1027/2151-2604/a000481]
44. Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158. [DOI:10.1016/j.leaqua.2012.09.001]
45. Singh, S., & Dhaliwal, R. (2015). Procrastination patterns of transactional and transformational leaders. Pacific Business Review International, 8(1), 33-40.
46. Singh, S., Sood, S., & Bala, R. (2021). Passive leadership styles and perceived procrastination in leaders: A PLS-SEM approach. World Review of Entrepreneurship, Management and Sustainable Development, 17(1), 20-37. [DOI:10.1504/WREMSD.2021.112085]
47. Sternberg, R. J. (2021). Transformational vs. transactional deployment of intelligence. Journal of Intelligence, 9(1), 15. [DOI:10.3390/jintelligence9010015]
48. Thomas, L., & Egan, V. (2022). Subclinical sadism: Examining temperamental predispositions and emotional processing. Personality and Individual Differences, 196, 111756. [DOI:10.1016/j.paid.2022.111756]
49. Volmer, J., Koch, I. K., & Göritz, A. S. (2016). The bright and dark sides of leaders' dark triad traits: Effects on subordinates' career success and well-being. Personality and Individual Differences, 101, 413-418. [DOI:10.1016/j.paid.2016.06.046]
50. Wilson, D. S., Near, D., & Miller, R. R. (1996). Machiavellianism: a synthesis of the evolutionary and psychological literatures. Psychological bulletin, 119(2), 285. [DOI:10.1037/0033-2909.119.2.285]
51. Yalçınkaya, S., Dağlı, G., Altınay, F., Altınay, Z., & Kalkan, Ü. (2021). The effect of leadership styles and initiative behaviors of school principals on teacher motivation. Sustainability, 13(5), 2711. [DOI:10.3390/su13052711]
52. Yousefi R, Imanzad A. (2018). Validating the Dark Tetrad Personality Model. IJPCP, 24 (2), 190-201. [In Persian] [DOI:10.32598/ijpcp.24.2.190]
53. Zangiabadi, M., & Nassirzadeh, F. (2022). The Effect of Ethical Leadership Style on Reducing the Dark Personality Dimensions of People Involved in Earnings Management. Journal of Accounting Knowledge, 13(4), 49-67. [In Persian]
54. Zeigler-Hill, V., & Marcus, D. K. (2016). The dark side of personality: Science and practice in social, personality, and clinical psychology (pp. 371-389). Washington, DC: American Psychological Association. [DOI:10.1037/14854-000]
55. Zettler, I., Moshagen, M., & Hilbig, B. E. (2021). Stability and change: The dark factor of personality shapes dark traits. Social Psychological and Personality Science, 12(6), 974-983. [DOI:10.1177/1948550620953288]
56. Zhang, J., Zhang, S., Liu, F., & Chen, W. (2022). Make Time for Employees to Be Sustainable: The Roles of Temporal Leadership, Employee Procrastination, and Organizational Time Norms. Sustainability, 14(14), 8778. [DOI:10.3390/su14148778]
Send email to the article author

Add your comments about this article
Your username or Email:

CAPTCHA



XML   Persian Abstract   Print


Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Abdul Karimpour M, Abdullahzadeh R, Zeinali A. The role of dark traits of personality and organizational procrastination in the leadership ‎styles of school principals. MEO 2024; 13 (1) : 7
URL: http://journalieaa.ir/article-1-649-en.html


Rights and permissions
Creative Commons License This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Volume 13, Issue 1 (3-2024) Back to browse issues page
نشریه مدیریت بر آموزش سازمان ها Journal of Managing Education in Organizations

 
 
Persian site map - English site map - Created in 0.04 seconds with 37 queries by YEKTAWEB 4710