Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Cruickshank, A.,; Collins, D. (2014)
Publisher: Taylor & Francis
Languages: English
Types: Article
Subjects: C800
In contrast to socially desirable behaviors, recent work has suggested that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leaders’ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • American Psychiatric Association (1994). Diagnostic and statistical manual of mental disorders (4th ed.). Washington, DC: Author.
    • Abraham, A., & Collins, D. (2011). Taking the next step: New directions for coaching science. Quest, 6, 366-384.
    • Arthur, C., Hardy, L., & Woodman, T. (2012). Realising the Olympic dream: Vision, support and challenge. Reflective Practice, 13, 399-406.
    • Arthur, C., Woodman, T., Ong, C. W., Hardy, L., & Ntoumanis, N. (2011). The role of athlete narcissism in moderating the relationship between coaches' transformational leader behaviors and athlete motivation. Journal of Sport & Exercise Psychology, 33, 3-19.
    • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
    • Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207−218.
    • Bennie, A., & O'Connor, D. (2012). Perceptions and strategies of effective coaching leadership: A qualitative investigation of professional coaches and players. International Journal of Sport and Health Science, 10, 82-89.
    • Blair, C. A., Hoffman, B. J., & Helland, K. R. (2008). Narcissism in organizations: A multisource appraisal reflects different perspectives. Human Performance, 21, 254−276.
    • Bryant, A. (2009). Grounded theory and pragmatism: The curious case of Anselm Strauss. Forum: Qualitative Social Research, 10(3): Art. 2.
    • Buchanan, D. A., & Bryman, A. (2007). Contextualising methods choice in organizational research. Organizational Research Methods, 10, 483-501.
    • Callow, N., Smith, M. J., Hardy, L., Arthur, C. A., & Hardy, J. (2009). Measurement of transformational leadership and its relationship with team cohesion and performance level. Journal of Applied Sport Psychology, 21, 395-412.
    • Carson, M. A., Shanock, L. R., Heggestad, E. D., Andrew, A. M, Pugh, S. D., & Walter, M. (2012). The relationship between dysfunctional interpersonal tendencies, derailment potential behavior, and turnover. Journal of Business and Psychology, 27, 291-304.
    • Chelladurai, P. (1980). Leadership in sports organizations. Canadian Journal of Applied Sport Sciences, 5, 226-231.
    • Chen, C-C. (2013). How does paternalistic style leadership relate to team cohesiveness in soccer coaching? Social Behavior and Personality, 41, 83-94.
    • Collins, D., Burke, V., Martindale, A., & Cruickshank, A. (2014). The illusion of competency versus the desirability of expertise: Seeking a common standard for support professions in sport. Sports Medicine. doi:10.1007/s40279-014-0251-1
    • Collins, D., & Cruickshank, A. (2012). 'Multidirectional management': Exploring the challenges of performance in the World Class Programme environment. Reflective Practice, 13, 455-469.
    • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44-55.
    • Corbin, J., & Strauss, A. (2008). Basics of qualitative research: Techniques and procedures for developing ground theory (3rd ed.). London: Sage.
    • Côté, J., Salmela, J. H., Baria, A., & Russell, S. J. (1993). Organizing and interpreting unstructured qualitative data. The Sport Psychologist, 7, 127-137.
    • Corbin, J., & Strauss, A. (2008). Basics of qualitative research: Techniques and procedures for developing ground theory (3rd ed.). London: Sage.
    • Cruickshank, A., & Collins, D. (2012). Culture change in elite sport performance teams: Examining and advancing effectiveness in the new era. Journal of Applied Sport Psychology, 24, 338-355.
    • Cruickshank, A., Collins, D., & Minten, S. (2013). Culture change in a professional sports team: Shaping environmental contexts and regulating power. International Journal of Sports Science and Coaching, 8, 271-290.
    • Cruickshank, A., Collins, D., & Minten, S. (2014). Driving and sustaining culture change in Olympic sport performance teams: A first exploration and grounded theory. Journal of Sport & Exercise Psychology, 36, 107-120.
    • Culver, D. M., Gilbert, W., & Sparkes, A. (2012). Qualitative research in sport psychology journals. The Sport Psychologist, 26, 261-281.
    • Davies, M. (2004). Prediction of transformational leadership by personality constructs for senior Australian organizational executive leaders. Unpublished dissertation, Faculty of Health Science, Griffith University, Queensland, Australia.
    • Davis, N. W., & Meyer, B. B. (2009). Qualitative data analysis: A procedural comparison. Journal of Applied Sport Psychology, 21, 116-124.
    • Denzin, N. K., & Lincoln, Y. S. (2008). Strategies of qualitative inquiry (3rd ed.). Los Angeles: Sage.
    • Elberse, A., & Dye, T. (2012). Sir Alex Ferguson: Managing Manchester United. Harvard Business School, Case 513-051.
    • Faulkner, G., & Sparkes, A. (1999). Exercise as therapy for schizophrenia: An ethnographic study. Journal of Sport & Exercise Psychology, 21, 52-69.
    • Fazey, I., Fazey, J. A., & Fazey, D. M. A. (2005). Learning more effectively from experience. Ecology & Society, 10(2): 4.
    • Fletcher, D., & Arnold, R. (2011). A qualitative study of performance leadership and management in elite sport. Journal of Applied Sport Psychology, 23, 223-242.
    • Giacobbi, P. R., Jr., Poczwardowski, A., & Hager, P. (2005). A pragmatic research philosophy for applied sport psychology. The Sport Psychologist, 19, 18-31.
    • Gould, D., Collins, K., Lauer, L., & Chung, Y. (2007). Coaching life skills through football: A study of award winning high school coaches. Journal of Applied Sport Psychology, 19, 16-37.
    • Harms, P. D., Spain, S. M., & Hannah, S. T. (2012). Leader development and the dark side of personality. The Leadership Quarterly, 22, 495-509.
    • Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal of Selection and Assessment, 9, 40-51.
    • Hogan, R., & Hogan, J. (2002). Leadership and sociopolitical intelligence. In R. E. Riggio, S. E. Murphy, & F. J. Pirozzolo (Eds.), Multiple intelligences and leadership (pp. 75- 88). San Francisco, CA: Jossey-Bass.
    • Hogan, R., & Kaiser, R. (2005). What we know about leadership. Review of General Psychology, 9, 169-180.
    • Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark side of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20, 855-875.
    • Lee, Y., Kim, S-H., & Kang, J-H. (2013). Coach leadership effect on elite handball players' psychological empowerment and organizational citizenship behavior. International Journal of Sports Sciences and Coaching, 8, 327-342.
    • Marshall, A., Baden, D., & Guidi, M. (2013). Can an ethical revival of prudence within prudential regulation tackle corporate psychopathy. Journal of Business Ethics, 117, 559-568.
    • Martindale, A., & Collins, D. (2010). But why does what works work? A response to Fifer, Henschen, Gould, and Ravizza. The Sport Psychologist. 24, 113-116.
    • Morgan, D. L. (2007). Paradigms lost and pragmatism regained: Methodological implications of combining qualitative and quantitative methods. Journal of Mixed Methods Research, 1, 48-76.
    • Owen, D., & Davidson, J. (2009). Hubris syndrome: An acquired personality disorder? A study of US presidents and UK prime ministers over the last 100 years. Brain, 132, 1396-1406.
    • Patton, M. Q. (2002). Qualitative research & evaluation measures. London: Sage.
    • Paulhus, D. L., & Williams, K. (2002). The dark triad of personality: Narcissism, Machiavellianism, and Psychopathy. Journal of Research in Personality, 36, 556-568.
    • Pettersson, E., Turkheimer, E., Horn, E. E., Simms, L. J., Mendle, J., Ford, D. C., & Clark, L A. (2014). Do maladaptive behaviors exist at one or both ends of personality traits? Psychological Assessment, 26, 433-446.
    • Rieke, M., Hammermeister, J., & Chase, M. (2008). Servant leadership in sport: A new paradigm for effective coach behavior. International Journal of Sports Science and Coaching, 3, 227-239.
    • Rowold, J. (2006). Transformational and transactional leadership in martial arts. Journal of Applied Sport Psychology, 18, 312-325.
    • Seyranian, V. (2010). Contingency theories of leadership. In J. M. Levine, & M. A. Hogg (Eds.), Encyclopedia of group processes & intergroup relations (pp. 152-156). Thousand Oaks, CA: SAGE.
    • Sparkes, A., & Smith, B. (2009). Judging the quality of qualitative inquiry: Criteriology and relativism in action. Psychology of Sport and Exercise, 10, 491-497.
    • Strean, W. B. (1998). Possibilities for qualitative research in sport psychology. The Sport Psychologist, 12, 333-345.
    • Tourish, D. (2013). The dark side of transformational leadership. Hove, UK: Routledge.
    • Tozer, M., Fazey, I., & Fazey, J. (2007). Recognising and developing adaptive expertise within outdoor and expedition leaders. Journal of Adventure Education and Outdoor Learning, 7, 55-75.
    • Vidic, Z., & Burton, D. (2011). Developing effective leaders: Motivational correlates of leadership styles. Journal of Applied Sport Psychology, 23, 277-291.
    • Walumbwa, F. O., Avolio, B. J., & Zhu, W. (2008). How transformational leadership weaves its influence on individual performance: The role of identification and efficacy beliefs. Personnel Psychology, 61, 793-825.
    • Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article