Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers

Tatiana Kornilova; Yulia Krasavtseva

doi:doi:10.11648/j.ss.20170606.17

| Peer-Reviewed

Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers

Tatiana Kornilova, Yulia Krasavtseva

Published in Social Sciences (Volume 6, Issue 6)

Received: 30 October 2017 Accepted: 10 November 2017 Published: 13 December 2017

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

This article presents the results of an empirical study of decision-making strategies in an uncertain environment as modeled by the Iowa Gambling Task (IGT). The study examines the associations between the Dark Triad traits, tolerance of uncertainty and decision-making effectiveness, measured by the results of strategic choices in a sequential decision-making task with a set goal of obtaining the largest possible profit. The differences in the correlations of the Dark Triad traits with decision-making effectiveness are demonstrated between managers and non-managers. The Dark Triad traits are linked with more effective decision-making strategies only in non-managers. Managers with higher levels of the Dark Triad traits prefer risky and chaotic strategies, especially in the later stages of the decision-making process. Tolerant to uncertainty managers make more effective decisions in the early stages of the prognostic task, these stages are characterized by higher levels of uncertainty and lack of information.

Published in	Social Sciences (Volume 6, Issue 6)
DOI	10.11648/j.ss.20170606.17
Page(s)	187-195
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2017. Published by Science Publishing Group

Keywords

Decision-Making, Tolerance of Uncertainty, Dark Triad, Iowa Gambling Task, Managers, Prognostic Task

References

[1]	I. K. Adizes, The ideal leader: why you can not become one and what follows from this [Ideal'nyj rukovoditel': Pochemu im nel'zja stat' i chto iz jetogo sleduet]. Moscow: Alpina Publishing, 2013.
[2]	Y. Kozeletsky, Psychological theory of decisions [Psihologicheskaja teorija reshenij]. Moscow: Progress, 1979.
[3]	A. B. Leonova, A. S. Kuznetsova, Organizational psychology: Textbook. [Organizacionnaja psihologija: Uchebnik] Moscow: Infra-M, 2013.
[4]	C. J. Muscarella, J. Zhao, Promoting the Quiet Life or Risk-Taking? CEO Severance Contracts and Managerial Decision-Making. AFA 2012 Chicago Meetings Paper, July 1, 2015.
[5]	R. K. Mitchell, G. R. Weaver, B. R. Agle, A. D. Bailey, J. Carlson, Stakeholder agency and social welfare: Pluralism and decision making in the multi-objective corporation. Academy of Management Review, vol. 41, no. 2, 2016, pp. 252-275.
[6]	J. R. Graham, C. R. Harvey, M. Puri, Capital allocation and delegation of decision-making authority within firms. Journal of Financial Economics, vol. 115 no. 3, 2015, pp. 449-470
[7]	D. R. Bach, Decision-Making Under Uncertainty. In: M. Reuter, C. Montag (eds) Neuroeconomics. Studies in Neuroscience, Psychology and Behavioral Economics. Springer, Berlin, Heidelberg, 2016, pp. 99-111.
[8]	T. V. Kornilova, Psychology of choice and decision making as cognitive and personality moderated overcoming of uncertainty. Psikhologicheskii Zhurnal, vol. 37, no. 3, 2016, pp. 113–124.
[9]	A. G. Asmolov, Personality psychology. Cultural-historical understanding of human development [Psihologija lichnosti. Kul'turno-istoricheskoe ponimanie razvitija cheloveka]. Moscow: Litres, 2015.
[10]	T. V. Kornilova, The principle of uncertainty in the psychology of choice and risk [Princip neopredelennosti v psihologii vybora i riska]. Psihologicheskie issledovanija, vol. 8, no. 40, 2015, p. 3. URL: http://psystudy.ru.
[11]	T. V. Kornilova, Individual's intellectual and personality potential in uncertain and risky conditions [Intellektual'no-lichnostnyĭ potentsial cheloveka v usloviyakh neopredelennosti i riska]. SPb.: Nestor-Istoriya, 2016.
[12]	T. V. Kornilova, Psychology of risk and decision-making [Psihologija riska i prinjatija resheniĭ]. Moscow: Aspekt Press, 2003.
[13]	T. Saati, Decision Making. The Hierarchy Analysis Method [Prinjatie reshenij. Metod analiza ierarhij]. Moscow: Radio and communication, 1993.
[14]	A. L. Simpkin, R. M. Schwartzstein, Tolerating uncertainty — the next medical revolution? New England Journal of Medicine, vol. 375, no. 18, 2016, pp. 1713-1715.
[15]	P. K. J. Han, D. Schupack, S. Daggett, C. T. Holt, T. D. Strout, Temporal changes in tolerance of uncertainty among medical students: insights from an exploratory study. Medical education online, vol. 20, no. 1, 2015, pp. 28285.
[16]	C. J. Soto, Is happiness good for your personality? Concurrent and prospective relations of the big five with subjective well‐being. Journal of Personality, vol. 83, no. 1, 2015, pp. 45-55.
[17]	B. Antoncic, T. Bratkovic Kregar, G. Singh, A. F. DeNoble, The big five personality–entrepreneurship relationship: Evidence from Slovenia. Journal of Small Business Management, vol. 53, no. 3, 2015, pp. 819-841.
[18]	R. M. Kowalski, Behaving badly: Aversive behaviors in interpersonal relationships. Washington, DC: American Psychological Association, 2001. https://doi.org/10.1037/10365-000
[19]	D. L., Paulhus, K. M. Williams, The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of research in personality, vol. 36, no. 6, 2002, pp. 556-563.
[20]	M. R. Furtner, T. Maran, J. F. Rauthmann, Dark Leadership: The Role of Leaders’ Dark Triad Personality Traits. In: M. Clark, C. Gruber (eds) Leader Development Deconstructed. Annals of Theoretical Psychology, vol 15. Springer, Cham, 2017, pp. 75-99.
[21]	T. Manning, The Dark Triad of Personality and its Relationship to Leadership, Management, Team Work and Influencing Behaviours, and 360 Degree Assessments of Satisfaction. Journal of Intellectual Disability-Diagnosis and Treatment, vol. 5, no. 2, 2017, pp. 41-49.
[22]	S. M. Spain, P. D. Harms, D. Wood, Stress, Well-Being, and the Dark Side of Leadership. The Role of Leadership in Occupational Stress. In W. A. Gentry, C. Clerkin, P. L. Perrewé, J. R. B. Halbesleben, C. C. Rosen (eds) The Role of Leadership in Occupational Stress (Research in Occupational Stress and Well-being, Volume 14) Emerald Group Publishing Limited, 2016, pp. 33 - 59.
[23]	D. Spurk, A. C. Keller, A. Hirschi, Do bad guys get ahead or fall behind? Relationships of the dark triad of personality with objective and subjective career success. Social Psychological and Personality Science, vol. 7, no. 2, 2016, pp. 113-121.
[24]	V. V. Znakov, Machiavellianism, manipulative behavior and mutual understanding in interpersonal communication [Makkiavelizm, manipuljativnoe povedenie i vzaimoponimanie v mezh- lichnostnom obshhenii]. Voprosy psihologii, no. 6, 2002, pp. 45-54.
[25]	E. T. Sokolova, Narcissism as a clinical and sociocultural phenomenon [Narcissizm kak klinicheskiĭ i sociokul'turnyĭ fenomen]. Voprosy psihologii, no. 1, 2009, pp. 67-80.
[26]	R. D. Hare, Without conscience: The disturbing world of the psychopaths among us. New York: Guilford Press, 1999.
[27]	A. Chatterjee, D. C. Hambrick, It's all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, vol. 52, no. 3, 2007, pp. 351-386. https://doi.org/10.2189/asqu.52.3.351
[28]	T. V. Kornilova, N. V. Vedeneeva, Self-efficacy and retrospective self-assessments, manifested in personal choice for oneself and in choice for another person [Samojeffektivnost' i retrospektivnye samoocenki, projavljaemye pri lichnostnom vybore dlja sebja i predpolagaemye pri vybore za dru- gogo cheloveka] Vestnik MGOU. Serija: Psihologicheskie nauki, no. 2, 2014, pp. 6-17.
[29]	E. Frenkel-Brunswick, “Tolerance towards ambiguity as a personality variable,” The American Psychologist, vol. 3, 1948, p. 268.
[30]	E. Frenkel-Brunswick, “Intolerance of ambiguity as an emotional and perceptual personality variable,” Journal of Personality, vol. 11, no. 1, 1949, pp. 108−143. https://doi.org/10.1111/j.1467-6494.1949.tb01236.x
[31]	C. J. Burke, P. N. Tobler, Reward skewness coding in the insula of independence of probability and loss. Journal of neurophysiology, vol. 106, no. 5, 2001, pp. 2415-2422. https://doi.org/10.1152/jn.00471.2011
[32]	A. Furnham, A content, correlational and factor analysis of four tolerance of ambiguity questionnaires. Personality and Individual Differences, vol. 3, 1994, pp. 403-410. https://doi.org/10.1016/0191-8869(94)90066-3
[33]	T. V. Kornilova, S. A. Kornilov, M. A. Chumakova, M. S. Talmach, A technique for diagnosing the Dark Triad personality traits: approbation of the questionnaire «The Dark Dozen» [Metodika diagnostiki lichnostnyh chert «temnoĭ triady»: aprobacija oprosnika «Temnaja djuzhina»]. Psihologicheskiĭ zhurnal, vol. 36, no. 2, 2015, pp. 99-112.
[34]	T. V. Kornilova, Uncertainty psychology: the unity of intellectual and personality regulation of decisions and choices [Psikhologiya neopredelennosti: edinstvo intellektual'no-lichnostnoi regulyatsii reshenii i vyborov]. Psikhologicheskii zhurnal, vol. 34, no. 3, 2013, pp. 89-100.
[35]	T. Sommerer, J. Tallberg, Decision-Making in International Organizations: Actors, Preferences, and Institutions. Annual Convention of the International Studies Association, Atlanta, March 16-19, 2016.
[36]	D. R. Anderson, D. J. Sweeney, T. A. Williams, J. D. Camm, J. D., J. J. Cochran, An introduction to management science: quantitative approaches to decision making. London: Cengage learning, 2015.
[37]	S. A. Kornilov, E. V. Krasnov, T. V. Kornilova, M. A. Chumakova, Individual differences in Performance on the Iowa Gambling Task are Predicted by Tolerance and Intolerance for Uncertainty. EuroAsianPacific Joint Conference on Cognitive Science (EAP Cog Sci 2015). Torino, Italy (2015, September). URL: http://ceur-ws.org/Vol-1419/paper0121.pdf. pp. 728-731
[38]	P. K. Jonason, G. D. Webster, The dirty dozen: a concise measure of the dark triad. Psychological assessment, vol. 22, no. 2, 2010, pp. 420. https://doi.org/10.1037/a0019265
[39]	A. Furnham, S. C. Richards, D. L. Paulhus, The Dark Triad of personality: A 10 year review. Social and Personality Psychology Compass, vol. 7, no. 3, 2013, pp. 199-216. https://doi.org/10.1111/spc3.12018
[40]	M. S. Egorova, M. A. Sitnikova, O. V. Parshikova, Adaptation of the Short Questionnaire of the Dark Triad [Adaptacija Korotkogo oprosnika Temnoĭ triady]. Psihologicheskie issledovanija, vol. 8, no. 43, 2015, pp. 1. URL: http://psystudy.ru.
[41]	A. Bechara, H. Damasio, A. R. Damasio, and D. Tranel, “The Iowa Gambling Task and the somatic marker hypothesis: some questions and answers,” Trends in Cognitive Sciences, vol. 9, no. 4, 2005, pp. 159–162. https://doi.org/10.1016/j.tics.2005.02.002
[42]	A. Bechara, A. R. Damasio, H. Damasio, S. W. Anderson, Insensitivity to future consequences following damage to human prefrontal cortex. Cognition, vol. 50, no. 1-3, 1994, pp. 7-15. https://doi.org/10.1016/0010-0277(94)90018-3
[43]	H. Steingroever et al., Data from 617 Healthy Participants Performing the Iowa Gambling Task: A “Many Labs” Collaboration, Journal of Open Psychology Data, vol. 3, no. 1, 2015, p. e5. http://doi.org/10.5334/jopd.ak
[44]	T. V. Kornilova, “New questionnaire of tolerance-intolerance for uncertainty” [“Novii oprosnik tolerantnosti-intolerantnosti k neopredelennosti”], Psikhologicheskii Zhurnal, vol. 31, no. 1, 2010, pp. 74–86.
[45]	B. Birkás, Á. Csathó, B. Gács, T. Bereczkei, Nothing ventured nothing gained: Strong associations between reward sensitivity and two measures of Machiavellianism. Personality and Individual Differences, vol. 74, 2015, 112-115. https://doi.org/10.1016/j.paid.2014.09.046

Cite This Article

Plain Text BibTeX RIS

APA Style

Tatiana Kornilova, Yulia Krasavtseva. (2017). Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers. Social Sciences, 6(6), 187-195. https://doi.org/10.11648/j.ss.20170606.17

Copy | Download

ACS Style

Tatiana Kornilova; Yulia Krasavtseva. Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers. Soc. Sci. 2017, 6(6), 187-195. doi: 10.11648/j.ss.20170606.17

Copy | Download

AMA Style

Tatiana Kornilova, Yulia Krasavtseva. Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers. Soc Sci. 2017;6(6):187-195. doi: 10.11648/j.ss.20170606.17

Copy | Download

@article{10.11648/j.ss.20170606.17,
  author = {Tatiana Kornilova and Yulia Krasavtseva},
  title = {Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers},
  journal = {Social Sciences},
  volume = {6},
  number = {6},
  pages = {187-195},
  doi = {10.11648/j.ss.20170606.17},
  url = {https://doi.org/10.11648/j.ss.20170606.17},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ss.20170606.17},
  abstract = {This article presents the results of an empirical study of decision-making strategies in an uncertain environment as modeled by the Iowa Gambling Task (IGT). The study examines the associations between the Dark Triad traits, tolerance of uncertainty and decision-making effectiveness, measured by the results of strategic choices in a sequential decision-making task with a set goal of obtaining the largest possible profit. The differences in the correlations of the Dark Triad traits with decision-making effectiveness are demonstrated between managers and non-managers. The Dark Triad traits are linked with more effective decision-making strategies only in non-managers. Managers with higher levels of the Dark Triad traits prefer risky and chaotic strategies, especially in the later stages of the decision-making process. Tolerant to uncertainty managers make more effective decisions in the early stages of the prognostic task, these stages are characterized by higher levels of uncertainty and lack of information.},
 year = {2017}
}

Copy | Download

TY  - JOUR
T1  - Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers
AU  - Tatiana Kornilova
AU  - Yulia Krasavtseva
Y1  - 2017/12/13
PY  - 2017
N1  - https://doi.org/10.11648/j.ss.20170606.17
DO  - 10.11648/j.ss.20170606.17
T2  - Social Sciences
JF  - Social Sciences
JO  - Social Sciences
SP  - 187
EP  - 195
PB  - Science Publishing Group
SN  - 2326-988X
UR  - https://doi.org/10.11648/j.ss.20170606.17
AB  - This article presents the results of an empirical study of decision-making strategies in an uncertain environment as modeled by the Iowa Gambling Task (IGT). The study examines the associations between the Dark Triad traits, tolerance of uncertainty and decision-making effectiveness, measured by the results of strategic choices in a sequential decision-making task with a set goal of obtaining the largest possible profit. The differences in the correlations of the Dark Triad traits with decision-making effectiveness are demonstrated between managers and non-managers. The Dark Triad traits are linked with more effective decision-making strategies only in non-managers. Managers with higher levels of the Dark Triad traits prefer risky and chaotic strategies, especially in the later stages of the decision-making process. Tolerant to uncertainty managers make more effective decisions in the early stages of the prognostic task, these stages are characterized by higher levels of uncertainty and lack of information.
VL  - 6
IS  - 6
ER  -

Copy | Download

Author Information

Tatiana Kornilova

Department of psychology, Moscow State University, Moscow, Russia
Yulia Krasavtseva

Department of psychology, Moscow State University, Moscow, Russia

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Tatiana Kornilova, Yulia Krasavtseva. (2017). Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers. Social Sciences, 6(6), 187-195. https://doi.org/10.11648/j.ss.20170606.17

Copy | Download

ACS Style

Tatiana Kornilova; Yulia Krasavtseva. Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers. Soc. Sci. 2017, 6(6), 187-195. doi: 10.11648/j.ss.20170606.17

Copy | Download

AMA Style

Tatiana Kornilova, Yulia Krasavtseva. Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers. Soc Sci. 2017;6(6):187-195. doi: 10.11648/j.ss.20170606.17

Copy | Download

@article{10.11648/j.ss.20170606.17,
  author = {Tatiana Kornilova and Yulia Krasavtseva},
  title = {Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers},
  journal = {Social Sciences},
  volume = {6},
  number = {6},
  pages = {187-195},
  doi = {10.11648/j.ss.20170606.17},
  url = {https://doi.org/10.11648/j.ss.20170606.17},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ss.20170606.17},
  abstract = {This article presents the results of an empirical study of decision-making strategies in an uncertain environment as modeled by the Iowa Gambling Task (IGT). The study examines the associations between the Dark Triad traits, tolerance of uncertainty and decision-making effectiveness, measured by the results of strategic choices in a sequential decision-making task with a set goal of obtaining the largest possible profit. The differences in the correlations of the Dark Triad traits with decision-making effectiveness are demonstrated between managers and non-managers. The Dark Triad traits are linked with more effective decision-making strategies only in non-managers. Managers with higher levels of the Dark Triad traits prefer risky and chaotic strategies, especially in the later stages of the decision-making process. Tolerant to uncertainty managers make more effective decisions in the early stages of the prognostic task, these stages are characterized by higher levels of uncertainty and lack of information.},
 year = {2017}
}

Copy | Download

TY  - JOUR
T1  - Role of the Dark Triad Traits and Attitude Towards Uncertainty in Decision-Making Strategies in Managers
AU  - Tatiana Kornilova
AU  - Yulia Krasavtseva
Y1  - 2017/12/13
PY  - 2017
N1  - https://doi.org/10.11648/j.ss.20170606.17
DO  - 10.11648/j.ss.20170606.17
T2  - Social Sciences
JF  - Social Sciences
JO  - Social Sciences
SP  - 187
EP  - 195
PB  - Science Publishing Group
SN  - 2326-988X
UR  - https://doi.org/10.11648/j.ss.20170606.17
AB  - This article presents the results of an empirical study of decision-making strategies in an uncertain environment as modeled by the Iowa Gambling Task (IGT). The study examines the associations between the Dark Triad traits, tolerance of uncertainty and decision-making effectiveness, measured by the results of strategic choices in a sequential decision-making task with a set goal of obtaining the largest possible profit. The differences in the correlations of the Dark Triad traits with decision-making effectiveness are demonstrated between managers and non-managers. The Dark Triad traits are linked with more effective decision-making strategies only in non-managers. Managers with higher levels of the Dark Triad traits prefer risky and chaotic strategies, especially in the later stages of the decision-making process. Tolerant to uncertainty managers make more effective decisions in the early stages of the prognostic task, these stages are characterized by higher levels of uncertainty and lack of information.
VL  - 6
IS  - 6
ER  -

Copy | Download