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TitleA Walk on the Dark Side of Personality & Implications for Leadership
LanguageEnglish
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Total Pages310
Table of Contents
                            Benson Dissertation (combined chapter text, 28 August) v final to grad school.doc
	The Study of Leadership:  An Abbreviated History
	The Nature of Leadership and Failed Leadership
	Managerial Derailment
	Validation Evidence for the HDS
Benson Dissertation (all tables, 28 August 2006) v final to grad school.doc
	Table 1. A summary and chronological tracking of the leadership research paradigms.
	Table 2a. Finkelstein’s (2003) Seven Habits of Spectacularly Unsuccessful People.
		Trait #
		Table 2b. Zenger and Folkman’s (2002) Five Fatal Leadership Flaws.
			Fatal Flaw #
		Table 3. DSM-IV-TR, Axis II, Personality Disorders and Definitions (American Psychiatric Association, 2000).
		Table 4a. Hogan Development Survey’s Dark Side Personality Dimensions and Definitions.
		Table 4b. Global Personality Inventory “Derailing Leadership Traits”.
			GPI Facet Name
		Table 5. Summary of HDS Dimensions, DSM-IV Themes, Dotlich & Cairo (2004) Dimensions, and Horney’s (1950) Classifications as an Organizing Taxonomy.
		Table 6. Summary of Managerial/Leadership Effectiveness Taxonomies.
			Useful Personal Behaviors & Skills
			Intrapersonal
				Interpersonal Dealings & Communication
		Table 7. Demographic Description Data (Sample 1).
		Table 8. Assessment Center Competency Names and Descriptions.
		Table 9. Sample Items for the FFM traits and facets of the GPI.
		Table 10. Means, standard deviations, and reliabilities of GPI scales and Assessment Center Factors/Outcome Measures for Sample 1.
		Table 11. Skewness and Kurtosis of GPI scales and Assessment Center Factors/Outcome Measures for Sample 1.
		Table 12. SD Ratio and d-value analysis for GPI Trait Scores.
		Table 13. Sample items for the GPI Derailing Leadership Items
		Table 14. Rationally Developed Higher-Order Factors and Associated Competencies.
		Table 15. Factor Analytic Results of Assessment Center Competency Ratings.
		Table 16. Demographic Descriptions for Samples 2 and 3.
		Table 17. Scale Definitions for the Hogan Personality Inventory.
		Table 18. Sample items from the Hogan Personality Inventory.
		Table 19. Means, standard deviations, and reliabilities for HPI/HDS scales and Outcome Ratings for Sample 2.
		Table 20. Skewness/Kurtosis for HPI/HDS Scales and Outcome Ratings for Sample 2.
		Table 21. SD Ratio and d-value analysis for HPI and HDS Trait Scores for Sample 2.
		Table 22. Sample items from the Hogan Development Survey.
		Table 23. Definitions of Leadership Performance Dimensions for Sample 2.
		Table 24. Principal Components Analysis for Leadership Performance Dimensions (Sample 2).
		Table 25. Means, standard deviations, and reliabilities for HPI/HDS scales and Outcome Ratings for Sample 3.
		Table 26. Skewness/Kurtosis for HPI/HDS scales and Outcome Ratings for Sample 3.
		Table 27. SD Ratio and d-value analysis for HPI and HDS Trait Scores for Sample 3.
		Table 28. Descriptive Statistics and Intercorrelations Between GPI Personality Predictors and Outcome Measures (Sample 1).
		Table 29. Descriptive Statistics and Intercorrelations Between Personality Predictors and Assessment Center Factors (Sample 1).
		Table 30. Intercorrelations Between HPI and HDS Traitsa (Archival Sample).
		Table 32. Descriptive Statistics and Intercorrelations Between HPI and HDS Traits (Sample 3).
		Table 33a. Exploratory Factor Analysis Results of HDS Scales (Archival Sample).
		Table 33b. Exploratory Factor Analysis Results of HDS Scales (Archival Sample).
		Table 34.  Hierarchical Regression Analysis Results (Overall Leadership as Outcome, Sample 1).
		Table 35.  Hierarchical Regression Analysis Results (Getting Ahead as Outcome, Sample 1).
		Table 36.  Hierarchical Regression Analysis Results (Getting Along as Outcome, Sample 1).
		Table 37.  Hierarchical Regression Analysis Results (Overall Leadership as Outcome, Sample 2).
		Table 38.  Hierarchical Regression Analysis Results (Business Leadership as Outcome, Sample 2).
		Table 39.  Hierarchical Regression Analysis Results (Results Leadership as Outcome, Sample 2).
		Table 40.  Hierarchical Regression Analysis Results (People Leadership as Outcome, Sample 2).
		Table 41.  Hierarchical Regression Analysis Results (Self Leadership as Outcome, Sample 2).
		Table 42.  Hierarchical Regression Analysis Results (Business Results Leadership as Outcome, Sample 3).
		Table 44.  Hierarchical Regression Analysis Results: Emotional Stability as a Moderator (Overall Leadership as Outcome, Composite Level, Sample 1).
		Table 45.  Hierarchical Regression Analysis Results: Emotional Stability as a Moderator (Getting Ahead Leadership as Outcome, Composite Level, Sample 1).
		Table 46.  Hierarchical Regression Analysis Results: Emotional Stability as a Moderator (Getting Along Leadership as Outcome, Composite Level, Sample 1).
		Table 47.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (Overall Leadership as Outcome, Composite Level, Sample 2).
		Table 48.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (Business Leadership as Outcome, Composite Level, Sample 2).
		Table 49.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (Results Leadership as Outcome, Composite Level, Sample 2).
		Table 50.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (People Leadership as Outcome, Composite Level, Sample 2).
		Table 51.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (Self Leadership as Outcome, Composite Level, Sample 2).
		Table 52.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (Business Results Leadership as Outcome, Composite Level, Sample 3).
		Table 53.  Hierarchical Regression Analysis Results: Adjustment as a Moderator (People Results Leadership as Outcome, Composite Level, Sample 3).
		Table 54. Composite Level Curvilinear Regression Analysis Results (Overall Leadership as Outcome, Sample 1).
		Table 55. Composite Level Curvilinear Regression Analysis Results (Getting Ahead Leadership as Outcome, Sample 1).
		Table 56. Composite Level Curvilinear Regression Analysis Results (Getting Along Leadership as Outcome, Sample 1).
		Table 57. Composite Level Curvilinear Regression Analysis Results (Overall Leadership as Outcome, Sample 2).
		Table 58. Composite Level Curvilinear Regression Analysis Results (Business Leadership as Outcome, Sample 2).
		Table 59. Composite Level Curvilinear Regression Analysis Results (Results Leadership as Outcome, Sample 2).
		Table 60. Composite Level Curvilinear Regression Analysis Results (People Leadership as Outcome, Sample 2).
		Table 61. Composite Level Curvilinear Regression Analysis Results (Self Leadership as Outcome, Sample 2).
		Table 62. Composite Level Curvilinear Regression Analysis Results (Business Results Leadership as Outcome, Sample 3).
		Table 63. Composite Level Curvilinear Regression Analysis Results (People Results Leadership as Outcome, Sample 3).
		Table 64.  Hierarchical Regression Analysis Results (Overall Leadership as Outcome, Sample 1).
		Table 65.  Hierarchical Regression Analysis Results (Getting Ahead as Outcome, Sample 1).
		Table 66.  Hierarchical Regression Analysis Results (Getting Along as Outcome, Sample 1).
		Table 67.  Hierarchical Regression Analysis Results (Overall Leadership as Outcome, Sample 2).
		Table 68.  Hierarchical Regression Analysis Results (Business Leadership as Outcome, Sample 2).
		Table 69.  Hierarchical Regression Analysis Results (Results Leadership as Outcome, Sample 2).
		Table 71.  Hierarchical Regression Analysis Results (Self Leadership as Outcome, Sample 2).
		Table 72.  Summary Table for Interaction Analysis of the Additive Model (Sample 1).
		Table 73.  Summary Table for Curvilinear Analysis of the Additive Model (Sample 1).
		Table 74.  Summary Table for Interaction Analysis of the Additive Model (Sample 2).
		Table 75.  Summary Table for Curvilinear Analysis of the Additive Model (Sample 2).
final benson dissertation figures (all figures) v final to grad school (28 Aug 06).doc
	Figure 1. HPI Mapping with FFM Traits and Median Correlations.
	
	Figure 13a.  Measurement model for the higher-order factors of the HDS.
	Figure 13b.  Standardized path coefficients and model fit statistics for higher-order factors of the HDS.
	
	Figure 14a.  Measurement model for the derailing composite scale.
	Figure 14b.  Standardized path coefficients and model fit statistics for derailing composite.
Benson Dissertation (introductory material for final document, 28 Aug) v final to grad school.doc
                        
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Moving Against (Group Mean Centered)

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Moving Against (Group Mean Centered)

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Figure 30. Curvilinear relationship between moving against composite and self leadership (with quadratic trend line).


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