{"id":11344,"date":"2017-12-15T11:10:05","date_gmt":"2017-12-15T11:10:05","guid":{"rendered":"http:\/\/hnews.hult.edu\/?p=11344"},"modified":"2026-05-06T11:36:30","modified_gmt":"2026-05-06T10:36:30","slug":"why-horrible-bosses-stay-in-power","status":"publish","type":"post","link":"https:\/\/www.hult.edu\/blog\/why-horrible-bosses-stay-in-power\/","title":{"rendered":"Why horrible bosses stay in power"},"content":{"rendered":"

Think about the worst boss you\u2019ve ever had. Narcissistic (check). Machiavellian (check). Psychopathic (possibly).\u00a0 Those personality traits are what researchers call the \u201cdark triad.\u201d \u00a0Since these traits generally repel other people, how do these leaders manage to stay in their positions?<\/p>\n

A new study conducted by professors at Ashridge Executive Education at Hult International Business School looked into this question, focusing on the quality of the relationship between the leader (manager) and the follower (employee).<\/p>\n

\u201cI would suggest we all have a degree of darkness or these dark traits on a continuum.\u201d<\/p>\n

\u2013Dr. Nadine Page, Lead Researcher on Transforming Behavior at Hult International Business School<\/span><\/p><\/blockquote>\n

\u201cI would suggest we all have a degree of darkness or these dark traits on a continuum,\u201d says Dr. Nadine Page, one of the study\u2019s authors and Transforming Behavior lead researcher at Hult.\u00a0\u201cGiven the workplace is dynamic, you have to look at what’s appropriate and look at it in context.\u201d<\/p>\n

The study surveyed 349 participants mostly from European multi-national companies. They were in middle management (51% female; 83% department managers).\u00a0Each person rated themselves on negative characteristics such as narcissism, Machiavellianism, and psychopathy. They also rated their immediate supervisors on the same traits.<\/p>\n

The results showed some expected outcomes (e.g. narcissistic or devious people scored low on leadership perception), but the study also offered some surprising insight. The biggest eye-opener was how similar personalities between leader and follower appeared to mitigate the negative impact of dark traits.\u00a0 Here\u2019s what the authors wrote<\/a>:<\/p>\n

\u201cOur research found that it is not only a leader\u2019s personality characteristics that influence\u00a0relationship quality; a follower\u2019s personality also has a significant influence. We found that similarity, rather than difference, in leaders\u2019 and followers\u2019 dark personality characteristics resulted in better quality relationships. This was applicable for the two out of the three dark traits: narcissism and Machiavellianism. If a leader scores highly on either of those traits, they tend to form stronger relationships with followers who also score highly on the same trait.\u201d<\/p>\n

In a phone interview, Dr. Nadine Page explained, \u201cHaving that personality match enables a better working relationship. A follower knows what to expect from a leader who can be dark. They can empathize and be able to ride the storm better.\u201d<\/p>\n

Jerks Need Not Apply<\/h2>\n

\u201cI\u2019ve been in IT for 35 years and early on, I would constantly run into egotistical, condescending people…So when I started the company, I decided I\u2019m not going to deal with these people again.\u201d<\/p>\n

\u2013Richard Waidmann, CEO of Connectria, on starting a “No Jerks” hiring policy<\/span><\/p><\/blockquote>\n

Even if you\u2019re a high performer with those dark traits, one American CEO says don\u2019t bother calling him. Rich Waidmann, CEO of Connectria, instituted a \u201cNo Jerks\u201d hiring policy when he founded his cloud hosting company in 1996. The policy is even on the homepage of the U.S. company\u2019s website.<\/p>\n

\u201cI\u2019ve been in IT for 35 years and early on, I would constantly run into egotistical, condescending people. It\u2019s rampant in the tech business and usually, it\u2019s the smartest guy in the room,\u201d says Waidmann. \u201cSo when I started the company, I decided I\u2019m not going to deal with these people again.\u201d<\/p>\n

Over the course of two decades, Waidmann says he fired about 12 individuals because of bad behavior. \u201cIt was like you popped a balloon and everyone was happy,\u201d he recalls.<\/p>\n

Similarly, the founder and CEO of Panera Bread also prioritized a friendly company culture. Ronald Shaich instituted a similar hiring policy several years ago. In 2012, Shaich spoke with the New York Times<\/a> about the company\u2019s values. \u201cOne of them is no jerks. It started as something more precise, but it was sanitized by our human resources people along the way. I wanted to create the kind of organization that I would want my kids to work for. It\u2019s a standard I use, and that means no jerks.\u201d<\/p>\n

Asked about these hiring policies, Dr. Page says, \u201cI think it\u2019s brilliant. These companies are more forward thinking. It\u2019s a younger generation and it\u2019s coming from the top down. Certainly, a more dynamic, inclusive culture is where the talent will go.\u201d<\/p>\n

How Do People with the \u201cDark Triad\u201d Stay in Power?<\/h2>\n

\u201cI think once people with these traits get power, they know how to create fear,\u201d says Waidmann of Connectria. \u201cThey know that no one really wants to change jobs so they make the people below them question whether they\u2019ll find something better.\u201d<\/p>\n

While fear may be one tool, another factor could be at play. Your awful boss is a high performer. Dr. Page says it makes sense.<\/p>\n

\u201cFor someone who\u2019s narcissistic, they have a big ego and they\u2019re driven to lead people. They want to stand at the front,\u201d she says. \u201cWith Machiavellian leaders, they may be a little manipulative because these leaders are setting objectives. So in a specific context, are they having a negative effect or are they getting things done?”<\/p>\n

The broader question is whether company culture will shift as more millennials come into the workforce, placing higher importance on job satisfaction.<\/p>\n

 <\/p>\n

\n

If you would like to read more on this research,\u00a0download the full report here.<\/a><\/strong><\/p>\n

\n

\"Pauline<\/p>\n

Pauline Chiou is a contributing writer for Hult International Business School. She currently covers global business, news, and politics for CNN International as a freelance journalist based in New York. She spent nine years in Asia as an anchor for CNN in Hong Kong and CNBC in Singapore. Follow Pauline on Twitter @PaulineChiou.<\/p>\n

 <\/p>\n

Grow your leadership capabilities with an MBA in international business<\/a> at Hult. To learn more, take a look at our blog Why soft skills are important for global leadership<\/a>, or give your career a boost with our Masters in International Business<\/a>. Download a brochure or get in touch today to find out how Hult can help you to learn about the business world, the future, and yourself.<\/p>\n","protected":false},"excerpt":{"rendered":"

Think about the worst boss you\u2019ve ever had. Narcissistic (check). Machiavellian (check). Psychopathic (possibly).\u00a0 Those personality traits are what researchers call the \u201cdark triad.\u201d \u00a0Since these traits generally repel other…<\/p>\n","protected":false},"author":62,"featured_media":11423,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[114],"tags":[361,205],"yoast_head":"\nWhy horrible bosses stay in power<\/title>\n<meta name=\"description\" content=\"Think about the worst boss you\u2019ve ever had. How do such leaders manage to stay in their positions? 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