Annotated Bibliography: Leadership
Annotated Bibliography
Yolanda Bowie
Grand Canyon University
Annotated Bibliography
Lilienfeld, S. O., Waldman, I. D., Landfield, K., Watts, A. L., Rubenzer, S., & Faschingbauer, T.
R. (2012). Fearless dominance and the U.S. presidency: Implications of psychopathic personality traits for successful and unsuccessful political leadership. Journal of Personality and Social Psychology, 103(3), 489 -505. http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=pdh&AN=2012-19403-001&site=eds-live&scope=site
In this article the authors have conjectured up some features of the psychopathic condition (e.g., fearlessness, interpersonal dominance) which are adaptive in certain occupations, including leadership positions. The theory was tested in the 42 U.S. presidents up to and including George W. Bush using (a) psychopath trait estimates derived from personality data completed by historical experts on each president, (b) independent historical surveys of presidential leadership, and (c) largely objective indicators of presidential performance. Fearless Dominance reflects the boldness associated with psychopath and was also associated with better rated presidential performance, leadership, persuasiveness and crisis management. In contrast, Impulsive Antisocialist and related traits of psychopath were generally unassociated with rated presidential performance, although they were linked to some largely objective indicators of negative job performance.
The findings indicated that the boldness associated with psychopath is an important but a neglected predictor of presidential performance, and suggest that certain features of psychopath are tied to successful interpersonal behavior. The results also raised the interesting possibility that the boldness often associated with psychopath may give advantages across a multitude of occupations, vocations, and social roles, such as positions of power and
Yolanda Bowie
Grand Canyon University
Annotated Bibliography
Lilienfeld, S. O., Waldman, I. D., Landfield, K., Watts, A. L., Rubenzer, S., & Faschingbauer, T.
R. (2012). Fearless dominance and the U.S. presidency: Implications of psychopathic personality traits for successful and unsuccessful political leadership. Journal of Personality and Social Psychology, 103(3), 489 -505. http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=pdh&AN=2012-19403-001&site=eds-live&scope=site
In this article the authors have conjectured up some features of the psychopathic condition (e.g., fearlessness, interpersonal dominance) which are adaptive in certain occupations, including leadership positions. The theory was tested in the 42 U.S. presidents up to and including George W. Bush using (a) psychopath trait estimates derived from personality data completed by historical experts on each president, (b) independent historical surveys of presidential leadership, and (c) largely objective indicators of presidential performance. Fearless Dominance reflects the boldness associated with psychopath and was also associated with better rated presidential performance, leadership, persuasiveness and crisis management. In contrast, Impulsive Antisocialist and related traits of psychopath were generally unassociated with rated presidential performance, although they were linked to some largely objective indicators of negative job performance.
The findings indicated that the boldness associated with psychopath is an important but a neglected predictor of presidential performance, and suggest that certain features of psychopath are tied to successful interpersonal behavior. The results also raised the interesting possibility that the boldness often associated with psychopath may give advantages across a multitude of occupations, vocations, and social roles, such as positions of power and
References: Komives, S. R., Owen, J. E., Longerbeam, S. D., Mainella, F. C., & Osteen, L. (2005). Developing a leadership identity: A grounded theory. Journal of College Student Development, 46(6), 593-611. Odom, S. F., Boyd, B. L., & Williams, J. (2012). Impact of Personal Growth Projects of Leadership Identity Development. Journal of Leadership Education, 11(1), 49 – 63. Sparrowe, R. T. (2005). Authentic leadership and the narrative self. The Leadership Quarterly, 16(3), 419-439. van Eeden, R., Cilliers, F., & van Deventer, V. (2008). Leadership styles and personality traits: Support for the conceptualization of transactional and transformational leadership. South African Journal of Psychology, 38(2), 253- 267.