Main description:

How to use the dark triad in personnel selection

Presents the latest research and theories

Highlights the gains and risks of these traits

Provides concrete recommendations for use in selection processes

Summarizes legal and professional guidelines

Learn how people high in narcissism, Machiavellianism, and subclinical psychopathy can experience individual career success and show adaptive performance in specific fields and situations as well as present severe risks to others in the workplace with abusive and destructive leadership and counterproductive behavior. This practical book also summarizes the legal and professional guidelines when assessing the Dark Triad traits of job applicants, examines the acceptance and social validity of such assessments, evaluates the available instruments, and makes recommendations for practical applications and further research.

Contents:

Preface
1 Introduction
1.1 The Dark Triad of Personality - A Trending Topic
in Organizational Psychology
1.2 Do We Need to Consider Dark Personality Traits
in the Workplace?
1.3 The Structure of This Book
2 (Dark) Personality, Work Performance, and
Professional Success
2.1 From Physiognomy to the Five-Factor Model
and the DSM-5
2.1.1 "Normal" Personality and Personality
Disorders
2.1.2 The Big Five and the Absence of Dark
Factors
2.2 Predicting Job Performance with Personality
Traits
2.2.1 Job Performance and Success
2.2.2 Professional Aptitude Diagnostics with
Personality Traits
2.3 Dark Side Personality Traits as a New Approach
in Personnel Psychology
2.3.1 A General Taxonomy of Dark Personality in
DSM-5?
2.3.2 Defining and Delimiting the Dark Properties
2.3.3 Dark Personality Traits in the Workplace
3 The Dark Triad of Personality
3.1 A Short History of Narcissism, Machiavellianism,
and Psychopathy
3.1.1 Narcissism
3.1.2 Machiavellianism
3.1.3 Psychopathy
3.2 Selected Findings of the Joint Consideration of
the Characteristics
3.2.1 (Evolutionary) Biological Aspects
3.2.2 Emotional Deficits and Moral Concepts
3.2.3 Broad Personality Models
3.2.4 Cognitive Skills and Related Characteristics
3.2.5 Interpersonal Behavior and Lifestyle
3.3 Structural and Measurement-Methodological
Separation of the Triad Properties
3.3.1 Structural Concept of the Dark Triad
3.3.2 Methodological Approaches to the Acquisition
of the Dark Triad
3.3.3 The Subfacets of the Dark Triad
4 Findings on the Dark Triad Relevant to Aptitude
Diagnostics
4.1 Predicting Counterproductive Behavior in the
Workplace
4.2 Predicting Job Performance and Success
4.2.1 Leadership Effectiveness and Destructive,
Abusive Leadership Behavior
4.2.2 Criteria of Individual Performance
4.2.3 Career Success
4.3 Further Fields of Application in Personnel
Psychology
4.3.1 The CEO and President Personality, and
Entrepreneurship
4.3.2 Vocational Interests and Career Orientation
4.3.3 Occupational Motivation, Political Skills,
and Well-Being at Work
5 Requirements for a Diagnostic Procedure for
Assessing the Dark Triad in Organizational
Practice
5.1 Overview of the Different Measurement Approaches
and Their Special Features
5.1.1 Faking Test Results
5.1.2 External Assessments and Information
Technology-Based Measurements
5.1.3 Self-Assessment Procedures With Forced-
Choice vs. Likert-Type Formats
5.2 Legal and Technical Requirements for the
Practical Operational Use
5.2.1 Legal, Subclinical Measurement of Dark
Personality Traits
5.2.2 Technically Correct Measurement: Quality
Criteria of Established Standard and Short
Procedures for the Assessment of the Dark
Triad
5.2.3 Social Validity
5.2.4 Occupation-Related Measurement
6 Work-Related Measurement of the Dark
Triad - The Example of TOP
6.1 Design of the TOP
6.1.1 The Requirements, Objectives, and Database
of Test Development and Item Construction
6.1.2 Item Analyses and Dimensionality Testing:
The Structure of the TOP
6.2 Reliability, Validity, and Standardization
6.2.1 Objectivity, Reliability, and Distributional
Characteristics
6.2.2 Construct-Related Validity: Standard
Scales, Personality Models, and Relationships
to Procedures and Constructs Used in
Aptitude Diagnostics
6.2.3 Relationships to Integrity, Prosocial and
Counterproductive Behavior
6.2.4 Criterion-Related Validity: Relationships to
Job Performance and Success
6.3 Evaluation of the TOP
6.3.1 Legal and Professional Requirements
6.3.2 Feedback of Results and Social Validity
6.3.3 Acceptance
6.3.4 Standardization
6.3.5 Research-Practice Effects
7 Recommendations for Practice and Further
Research
7.1 Recommendations for Research
7.1.1 The Need for Further Theoretical Foundation
and Methodological Consolidation
7.1.2 The Need for Further Practical Research
and Practical Experience
7.2 Recommendations for Practice
7.2.1 Requirements and Recommendations for
the Practical Application of the Dark Triad
7.2.2 Personnel Selection with the TOP -
Possibilities and Limitations
7.3 Conclusion: The Dark Triad of Personality in
Personnel Selection