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How to mitigate destructive leadership – Human resources-practices that mitigate Dark Triad leaders’ destructive tendencies

Schyns, Birgit; Gauglitz, Iris K.; Wisse, Barbara; Schütz, Astrid


Iris K. Gauglitz

Barbara Wisse

Astrid Schütz


Derek Lusk

Theodore L. Hayes


Leaders with Dark Triad traits (Machiavellianism, psychopathy, and narcissism) are notorious for their display of destructive behaviour in interacting with their subordinates. It may be argued that organisations have the obligation to protect the organisation as a whole and the people in it against the damaging effects that these leaders have. We posit that the organisations’ human resource management may be best suited to accomplish that goal. In this chapter, we will outline a theoretical model explaining how HR practices may affect the relationship between leaders’ Dark Triad traits and destructive leadership. We will address the function of recruitment and promotion, career development and training, disciplinary actions, performance appraisal and feedback systems, and a complaints system. The chapter aims to provide guidance into what HR can do to protect the organisations’ most valuable asset (the employees) from destructive tendencies by Dark Triad leaders.

Publication Date Jul 7, 2022
Deposit Date Mar 4, 2022
Publisher Oxford University Press
Pages 251-276
Series Title The Society for Industrial and Organizational Psychology Professional Practice Series
Book Title Overcoming Bad Leadership in Organizations
Chapter Number 13
Public URL
Publisher URL