The research: ‘A Decade of the Dark Side’ by Psychological Consultancy Ltd (PCL), was conducted over ten years drawing on data collected between 1999 and 2009 from 18,000 completions of the Hogan Development Survey (HDS), the first psychometric test based on 11 proven leadership derailers.

The HDS addresses 11 dark side characteristics with double-barrelled scale names such as:

• Confident-Arrogant
• Charming-Manipulative
• Shrewd-Mistrustful

...emphasising both the acceptable and unacceptable levels for each characteristic. The research has identified highly visible and unacceptable levels of behaviour for each characteristic.

Only 15% of the sample show no ‘dark side’ characteristics at all, while 26% (4,800) have three or more dark side characteristics on display. “At work these tendencies can break through in times of stress (when the pressure gets to us) or times of success (when we feel full of ourselves and indestructible)”, says Geoff Trickey, managing director of PCL.

The study suggests that the greatest risk factors for more than a quarter of managers is that they are so dutiful, compliant and appeasing that they are likely to have difficulty ‘speaking truth to power’ or in making independent decisions. Another quarter is too aloof, detached and socially awkward to be effective in dealing with ‘people’ issues. And a further quarter are charming and persuasive, but to such an extent that they are easily seen as manipulative, calculating and disingenuous.

“Dark side characteristics are found in almost everybody’s make up”, says Trickey. “This report shows that dark side characteristics are highly visible in the UK workforce, showing where and how they are likely to be putting individual careers at risk as well as having a negative impact on colleagues and organisations.”

By contrasting three consecutive generations, PCL is able to show striking differences across the UK workforce; Generation Y (born 1982 - 2001), Generation X (born 1962 - 1981) and with the now aging ‘Baby Boomers’ (born 1943 - 1960).

Generation Y, has been caricatured by the media as over-indulged by parents and by our ‘everyone shall have prizes’ society. Criticised as a generation that only takes yes for an answer, it is deemed unprepared for the realities of working life.

This research shows that Generation Y are less sure of themselves, more self-critical, mistrustful and more self-conscious than previous generations. They are described as reluctant to make independent decisions, assume responsibility or adequately confront the status quo. In a number of ways, they do appear less mature than previous generations as they enter the workforce.

With a higher incidence of socially skilled, talkative individuals, the perky and effervescent Generation X are likely to be on a charm offensive. But they will be viewed as superficial and manipulative if they fail to reign in the potentially ‘dark side’ excesses of these behaviours.

Although Baby Boomers seem less mistrustful and more comfortable in their own skin, the ‘dark side’ risks for them is that they are too independent minded and less concerned about pleasing others all the time. In extreme cases Baby Boomers will be task focused rather and have a waning interest in other people.

“This is a pageant of the techies, the charmers, and the grumpy oldies. The salvation for Generation Y” argues Trickey, “is likely to lie in their superior technical skills, fostered by computer games, ipods, the internet. This could well assist them in finding a new orthodoxy in which their idealistic expectations combine with the technical possibilities to create a whole new work-life ethic.”

The ‘A Decade of the Dark Side’ report from PCL analyses data from public and private sector employees and shows that the prevalence of dark side personality traits, and the associated risk factors, are very different between the two.

The ‘dark side’ of the public sector is associated with lower resilience, less predictability of mood and a greater tendency to take things personally. Employees will more often seem distant, less interested in others, and less flexible.

The problems for private sector employees reflect a tendency to be more egotistic and self-important. Either stress or personal success may turn this to arrogance and an unwilling to listen to restraint or advice.

All of these dark side characteristics serve to undermine the loyalty and commitment of others and negatively impact the influence of leaders. “It’s all too easy for arm chair strategists to propose that the public services should ape the private sector, but there are significant differences in the prevailing character traits of employees from the two sectors,” says Trickey. “These differences highlight the cultural contrast between the two sectors and the different leadership and managerial risk factors that may need to be addressed.

"These differences are deeply rooted and reflect a public service management style and a less centralised past. They will have a bearing on the Challenges faced by the public sector as it is encouraged to emulate the private sector ethos, and on individuals who move between sectors, as well as having important implications for change management.”

‘A Decade of the Dark Side’ also assessed employees on leadership programmes within four major organisations: a global car manufacture; global consumer good manufacturer; global investment bank; and a financial services organisation. 

While employees identified as having leadership potential varied across different organisations, there are three characteristics particularly in evidence.

• Firstly, all are at or above the Total Sample level in the independent-decision making and faith in their own beliefs.
• Secondly, all show greater stability and resilience and are likely to be valued for their calmness and evenness of temper.
• Finally, all show greater flexibility and a capacity to adjust to fit in with others, rather than being determined to work to their own agenda.

However, overall there are a great variety of characteristics and attributes demonstrating that styles of leadership are appreciated differently in different organisations.

Gillian Hyde, chief psychologist of PCL who conducted the research, adds: “The past decade and especially current circumstances show an extraordinary pageant of misbehaviour at the top. A toxic consequence in corporate and public life of a failure to restrain the demons within, a struggle that actually intensifies with personal success.

"Appreciating the Benefits of certain attributes, while understanding when they tip into dark side characteristics provides the key to actively manage them, reducing the risk to the organisation as well as the risk of leadership derailment.”

‘A Decade of the Dark Side: the Dark Side’ report is available from Sian Killick at sian@psychological-consultancy.com.