Upsides To Dark And Downsides To Bright Personality 2017

https://doi.org/10.1177/0149206317733511

Journal of Management

Vol. 44 No. 1, January 2018 191 –217

DOI: 10.1177/0149206317733511

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191

Upsides to Dark and Downsides to Bright

Personality: A Multidomain Review and Future

Research Agenda

Mickey B. Smith

University of South Alabama

Aaron D. Hill

Oklahoma State University

J. Craig Wallace

University of Denver

Tessa Recendes

Oklahoma State University

Timothy A. Judge

Ohio State University

It has become common practice to refer to personality traits as being either bright or dark, and

a wealth of research has provided support for the effects of both bright traits and dark traits

in organizations. This research has largely focused on explaining the downside of dark traits

and the upside of bright traits. However, a recent trend has emerged in which scholars are

challenging the long-standing convention that bright traits are always beneficial and dark

traits are always detrimental. Instead, novel research has begun to explore the potential upside

of dark traits and downside of bright traits. In this review, we adopt a multidomain perspec-

tive—integrating work from organizational behavior, human resources, strategic management,

and entrepreneurship—to highlight this growing body of research. Specifically, we focus on the

work advancing our understanding of the complexity of personality, such as identifying situa-

tions in which dark traits may be advantageous or beneficial and detecting curvilinear effects

that suggest too much of a bright trait may be disadvantageous. Furthermore, we provide a

Acknowledgments: This article was accepted under the editorship of Patrick M. Wright. We would like to thank the

editorial team, our action editors David G. Allen and Ernest H. O’Boyle, and two anonymous reviewers for their

guidance throughout the revision process.

Corresponding author: Mickey B. Smith, Department of Management, Mitchell College of Business, University of

South Alabama, 5811 USA Drive South, Mobile, AL 36688-0002, USA.

E-mail: mbsmith@southalabama.edu

733511JOMXXX10.1177/0149206317733511Journal of ManagementSmith et al. / Upsides to Dark and Downsides to Bright

research-article2017

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brief discussion on special considerations for the measurement of both bright and dark traits

and close with a series of avenues for future research.

Keywords: personality; top management teams/upper echelon; entrepreneurship

Personality is ubiquitous in organizations—affecting individual actions, group/team

behavior, and organizational-level outcomes (e.g., Finkelstein, Hambrick, & Canella, 2009;

J. Hogan, Hogan, & Kaiser, 2010; Spain, Harms, & LeBreton, 2014)—and has a rich history

of study within management research. The evolution of this research in management, as well

as related disciplines (e.g., social psychology, finance), has yielded various models of per-

sonality composed of two “shades” of traits: bright traits, defined as those typically seen as

socially desirable, and dark traits, defined as those typically seen as socially undesirable (for

a thorough discussion, see Judge & LePine, 2007). This bright-dark dichotomy of traits is not

meant to imply a moral or ethical connotation to specific traits but rather follows a traditional

view among scholars that some traits, those viewed as bright, are beneficial for individuals

and organizations (e.g., Barrick & Mount, 1991; Judge, Heller, & Mount, 2002), whereas

other traits, those seen as dark, are detrimental (e.g., O’Boyle, Forsyth, Banks, & McDaniel,

2012; Spain et al., 2014).

Despite a wealth of research consistent with the notions that “bright traits are beneficial”

and “dark traits are detrimental,” emerging evidence suggests that the effects of personality

in organizations are far more complex than previously observed. For example, extreme levels

of bright traits, such as being too conscientious, may lead to deleterious outcomes to the

degree they are maladaptive to certain situations (e.g., Carter, Guan, Maples, Williamson, &

Miller, 2015; Judge & LePine, 2007), and higher levels of certain dark traits, like narcissism,

may be beneficial in certain situations to the degree they facilitate benefits via means such as

higher levels of adaptive or agentic behaviors (e.g., Castille, Buckner, & Thoroughgood, in

press; Petrenko, Aime, Ridge, & Hill, 2016). In this review, we examine the burgeoning lit-

erature on the bright side of dark traits and the dark side of bright traits across all manage-

ment domains (i.e., organizational behavior, human resources, strategy, entrepreneurship,

groups and teams, research methods). We close with a discussion of current limitations in the

literature and offer an agenda for future research.

Literature Review

Our distinction of bright and dark traits follows prior patterns (e.g., Judge & LePine,

2007). Traits composing traditional models of personality, such as the five-factor model

(FFM, or Big 5; Costa & McCrae, 1992) and the six-factor HEXACO—for Honesty-Humility

(H), Emotionality (E), Extraversion (X), Agreeableness (A), Conscientiousness (C), and

Openness to Experience (O) (Ashton, Lee, & Goldberg, 2004)—are normally seen as bright

traits in that they are desirable and relate to positive outcomes (Barrick & Mount, 1991;

Judge, Heller, & Mount, 2002). In contrast, traits such as those in the Dark Triad (Paulhus &

Williams, 2002), the Dark Tetrad (Paulhus, 2014; Plouffe, Saklofske, & Smith, 2017), and

the multifactor model of aberrant personality (Wille, De Fruyt, & De Clercq,

Smith et al. / Upsides to Dark and Downsides to Bright 193

2013) are commonly referred to as dark traits and are seen as undesirable. The bright and

dark distinction is not meant to imply a moral or ethical divide. The categorizations corre-

spond to the evolution of a larger bright and dark dichotomy in psychology and management

research; thus, consistent with previous researchers, we employ these terms here for both

parsimony and uniformity while remaining agnostic to any moral or ethical considerations

(Judge & LePine, 2007). Indeed, many of the traits in early models of personality (e.g., the

Big 5) focus on morally and ethically neutral characteristics but note their general benefits to

people and organizations. Subsequently, the tradition has been to approach bright traits as

generally desirable while reprobating dark traits as generally undesirable.

A wealth of research exists showing the benefits of bright traits and the drawbacks of dark

traits, so it would appear relatively easy to assume that bright traits lead only to desirable

outcomes and dark traits are universally bad. However, a growing body of research suggests

this to be an oversimplification. Rather, all personality traits—bright or dark—are likely to

have upsides and downsides. Traits typically seen as bright traits may incorporate maladap-

tive qualities that are detrimental in some instances, such as prosocial orientation being asso-

ciated with oversensitivity to aggression (e.g., Schwenzer, 2008). Conversely, traits typically

seen as dark may beget benefits in certain situations, such as the agentic social style associ-

ated with the Dark Triad, which helps individuals to extract key resources from their environ-

ment (e.g., Jonason, Li, & Teicher, 2010; see also Carter et al., 2015; Judge & LePine, 2007;

Judge, Piccolo, & Kosalka, 2009). This research—focusing on the downsides of bright traits

and the upsides of dark traits—is the focus of our review.

The domain of personality is broad and includes many traits, and so reviewing each and

every bright or dark trait would be unwieldy. Thus, we had to both narrow our focus on some

traits to the exclusion of others while also attempting to be representative and comprehensive

(cf. Short, 2009). Since our focus was the upside of traits typically seen as dark and vice versa,

we used various methods to systematically identify research to be included in the review.

Specifically, we took the following approaches: (1) we conducted a general database search

(e.g., Web of Science) for the term personality coupled with various descriptors, such as bright,

dark, upside, downside, and curvilinear, among others; (2) we focused on research, as much as

possible, specifically appearing in management and applied psychology journals (e.g., Journal

of Management, Journal of Applied Psychology) along with relevant literature from personality

journals (e.g., Journal of Personality and Social Psychology); (3) we used recent reviews,

meta-analyses, and feedback from the editor and reviewers as sources for identifying additional

relevant traits and literature; and (4) we made sure to highlight literature in the context of each

of the primary domains in management research. As a result of this search process, we offer

Table 1 as a summary of the bright and dark traits we include in the review, and we also point

to other sources that extend beyond what we offer here (e.g., Barrick & Mount, 1991; Finkelstein

et al., 2009; J. Hogan et al., 2010; Judge, Heller, & Mount, 2002; Judge & LePine, 2007;

O’Boyle et al., 2012; Spain et al., 2014). We provide the trait, the source of the trait, and a sum-

mary of the components or facets composing the trait.

Organizational Behavior

Dark traits. Several meta-analyses and literature reviews highlight how dark traits posi-

tively relate to undesirable workplace outcomes, such as counterproductive work behav-

iors (CWBs), abusive supervision, unethical behavior, and job stress (e.g., Greenbaum, Hill,

Overview

Upsides to Dark and Downsides to Bright Personality 2017

The review by Smith et al. (2017) explores the complexities of personality traits, categorizing them as bright or dark. It challenges traditional views that bright traits are always beneficial and dark traits are always detrimental. The authors present evidence for the potential upsides of dark traits and the downsides of bright traits in various organizational contexts. This multidomain review integrates findings from organizational behavior, human resources, and strategic management, offering insights for future research. It is essential for scholars and practitioners interested in the nuanced effects of personality in workplace settings. Key Points Examines the dual nature of personality traits in organizational contexts. Highlights the potential benefits of dark traits like narci…

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FAQs of Upsides to Dark and Downsides to Bright Personality 2017

What are the main findings regarding dark personality traits?

The review highlights that dark personality traits, such as narcissism and Machiavellianism, can have positive effects in certain organizational contexts. For instance, individuals with high levels of these traits may excel in environments that require assertiveness and strategic manipulation. The authors argue that these traits can facilitate adaptive behaviors that benefit both the individual and the organization, challenging the notion that dark traits are universally negative.

How do bright personality traits negatively impact organizations?

Bright personality traits, traditionally viewed as beneficial, can lead to adverse outcomes when taken to extremes. For example, excessive conscientiousness may hinder flexibility and adaptability in dynamic work environments. Similarly, high agreeableness can result in difficulties with conflict resolution, leading to ineffective decision-making processes. The review emphasizes the importance of recognizing these potential downsides in organizational settings.

What is the significance of the multidomain perspective in this review?

The multidomain perspective allows for a comprehensive understanding of personality traits across various fields, including organizational behavior, human resources, and strategic management. By integrating findings from these domains, the authors provide a richer analysis of how personality traits influence workplace dynamics. This approach encourages future research to consider the interplay of traits in different contexts, enhancing the applicability of findings.

What future research directions does the review suggest?

The review outlines several avenues for future research, including the need to explore the contextual factors that influence the expression of personality traits. It suggests investigating the nonlinear relationships between traits and outcomes, as well as examining how combinations of bright and dark traits affect organizational effectiveness. Additionally, the authors call for more empirical studies to validate the complexities of personality in real-world settings.

Upsides to Dark and Downsides to Bright Personality 2017

Key Points

FAQs of Upsides to Dark and Downsides to Bright Personality 2017

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