Cruickshank, A., and Collins, D. (2014) Illuminating and applying “The Dark Side”: Insights from elite team leaders. Journal of Applied Sport Psychology, 27 (3). pp. 249-267. ISSN 1041-3200
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Official URL: http://www.tandfonline.com/doi/full/10.1080/104132...
In contrast to socially desirable behaviors, recent work has suggested that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leaders’ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application.
|Uncontrolled Keywords (separate with ;):||expertise; management; Olympic sport; performance sport; professional sport|
|Subjects:||C - Biological sciences > C800 - Psychology|
|Schools:||Faculty of Health and Wellbeing > School of Sport and Wellbeing|
|Deposited By:||Howie Carson|
|Deposited On:||28 Jul 2015 10:32|
|Last Modified:||21 Oct 2016 14:37|
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