Description
Book SynopsisResearchers and practitioners interested in applying the dark triad in personnel work will find this book full of valuable information on how to undertake legally compliant processes and how to utilize the great potential these personality characteristics have in making decisions on aptitude.
Trade ReviewThis book is an excellent starting point for everyone interested in learning about the Dark Triad traits and their relationships to a variety of social and workplace outcomes. An accessible, engaging, and informative introductory text for those who are interested in exploring the ways in which the Dark Triad may be relevant for understanding the world of work.;Prof. Peter D. Harms, PhD, Department of Management, University of Alabama, Tuscaloosa, AL, USA
Table of ContentsPreface 1 Introduction 1.1 The Dark Triad of Personality - A Trending Topic in Organizational Psychology 1.2 Do We Need to Consider Dark Personality Traits in the Workplace? 1.3 The Structure of This Book 2 (Dark) Personality, Work Performance, and Professional Success 2.1 From Physiognomy to the Five-Factor Model and the DSM-5 2.1.1 "Normal" Personality and Personality Disorders 2.1.2 The Big Five and the Absence of Dark Factors 2.2 Predicting Job Performance with Personality Traits 2.2.1 Job Performance and Success 2.2.2 Professional Aptitude Diagnostics with Personality Traits 2.3 Dark Side Personality Traits as a New Approach in Personnel Psychology 2.3.1 A General Taxonomy of Dark Personality in DSM-5? 2.3.2 Defining and Delimiting the Dark Properties 2.3.3 Dark Personality Traits in the Workplace 3 The Dark Triad of Personality 3.1 A Short History of Narcissism, Machiavellianism, and Psychopathy 3.1.1 Narcissism 3.1.2 Machiavellianism 3.1.3 Psychopathy 3.2 Selected Findings of the Joint Consideration of the Characteristics 3.2.1 (Evolutionary) Biological Aspects 3.2.2 Emotional Deficits and Moral Concepts 3.2.3 Broad Personality Models 3.2.4 Cognitive Skills and Related Characteristics 3.2.5 Interpersonal Behavior and Lifestyle 3.3 Structural and Measurement-Methodological Separation of the Triad Properties 3.3.1 Structural Concept of the Dark Triad 3.3.2 Methodological Approaches to the Acquisition of the Dark Triad 3.3.3 The Subfacets of the Dark Triad 4 Findings on the Dark Triad Relevant to Aptitude Diagnostics 4.1 Predicting Counterproductive Behavior in the Workplace 4.2 Predicting Job Performance and Success 4.2.1 Leadership Effectiveness and Destructive, Abusive Leadership Behavior 4.2.2 Criteria of Individual Performance 4.2.3 Career Success 4.3 Further Fields of Application in Personnel Psychology 4.3.1 The CEO and President Personality, and Entrepreneurship 4.3.2 Vocational Interests and Career Orientation 4.3.3 Occupational Motivation, Political Skills, and Well-Being at Work 5 Requirements for a Diagnostic Procedure for Assessing the Dark Triad in Organizational Practice 5.1 Overview of the Different Measurement Approaches and Their Special Features 5.1.1 Faking Test Results 5.1.2 External Assessments and Information Technology-Based Measurements 5.1.3 Self-Assessment Procedures With Forced- Choice vs. Likert-Type Formats 5.2 Legal and Technical Requirements for the Practical Operational Use 5.2.1 Legal, Subclinical Measurement of Dark Personality Traits 5.2.2 Technically Correct Measurement: Quality Criteria of Established Standard and Short Procedures for the Assessment of the Dark Triad 5.2.3 Social Validity 5.2.4 Occupation-Related Measurement 6 Work-Related Measurement of the Dark Triad - The Example of TOP 6.1 Design of the TOP 6.1.1 The Requirements, Objectives, and Database of Test Development and Item Construction 6.1.2 Item Analyses and Dimensionality Testing: The Structure of the TOP 6.2 Reliability, Validity, and Standardization 6.2.1 Objectivity, Reliability, and Distributional Characteristics 6.2.2 Construct-Related Validity: Standard Scales, Personality Models, and Relationships to Procedures and Constructs Used in Aptitude Diagnostics 6.2.3 Relationships to Integrity, Prosocial and Counterproductive Behavior 6.2.4 Criterion-Related Validity: Relationships to Job Performance and Success 6.3 Evaluation of the TOP 6.3.1 Legal and Professional Requirements 6.3.2 Feedback of Results and Social Validity 6.3.3 Acceptance 6.3.4 Standardization 6.3.5 Research-Practice Effects 7 Recommendations for Practice and Further Research 7.1 Recommendations for Research 7.1.1 The Need for Further Theoretical Foundation and Methodological Consolidation 7.1.2 The Need for Further Practical Research and Practical Experience 7.2 Recommendations for Practice 7.2.1 Requirements and Recommendations for the Practical Application of the Dark Triad 7.2.2 Personnel Selection with the TOP - Possibilities and Limitations 7.3 Conclusion: The Dark Triad of Personality in Personnel Selection
