When a leader's dark traits threaten the work environment

The Dark Triad refers to three personality traits that are socially undesirable but can nonetheless bring short-term success: narcissism, Machiavellism and psychopathy. These are not diagnoses, but dimensions that exist to varying degrees in all of us. The problem arises when they are given fertile ground in leadership roles.

What characterizes the Dark Triad?

Narcissism

Narcissism is about self-centeredness, a need for admiration and an inflated sense of self. A narcissistic leader may appear charismatic, but tolerates criticism poorly and often puts his own needs ahead of those of others.

Machiavellianism

Machiavellism is about cynical manipulation, strategic thinking, and the absence of ethical considerations. A Machiavellian leader uses others as means for his own gain, and often has high social intelligence.

Psychopathy

Psychopathy in this context involves low empathy, impulsivity and absence of guilt. The leader can be charming and actionable, but creates insecurity and fear around him.

Don't most managers have such traits -- only to a lesser degree?

Yes, and it is important to emphasize. Most leaders have some traits from the Dark Triad — but most often at a low or moderate level, without it being harmful. In fact, such moves can bring benefits in small doses:

• A little narcissism can give confidence and impact.

• A little Machiavellism can provide strategic cleverness and the ability to stand in power games.

• Slightly psychopathic traits, such as emotional distance, can be helpful in crisis situations.

Think of dark traits as the spice of a leadership style. A pinch can amp up the flavor -- but too much ruins the whole dish.

The problem arises when these traits become dominant, are not balanced by empathy and value awareness, and are not captured by the system around the leader. Therefore, self-awareness and feedback are crucial. A confident leader dares to ask: What do I bring into the room -- and how does it affect others?

Consequences for the organization

Research shows that leaders with high dark traits often lead to:

• Lower well-being and higher turnover among employees

• More conflict and less psychological security

• A climate characterized by internal competition and uncertainty

• Short-term success, but long-term weakening of culture and results

• In organizations with weak culture, high pace of change, or weak follow-through by leaders, dark traits are more easily fertile ground

What can we do?

1. Take recruitment seriously.

Use structured interviews and psychological tests that uncover both driving forces and interpersonal patterns—not just competence and charisma.

2. Create a system that provides counterforce.

Managers must be held accountable through clear values, feedback systems and safe spaces for notification and dialogue — including at the middle management level.

3. Look at the culture.

Organizations that prize loyalty over honesty, and results over relationships, create fertile ground for dark traits. The culture must be challenged.

4. Be alert for what is not said.

When employees pull away, keep quiet in meetings, or speak in code — it's not always because they lack commitment. It could be about fear.

Reflection questions for you as a leader:

• Do people dare to speak out against you -- and how do you react when they do?

• What values do you promote in practice — and which have consequences?

• Do you have colleagues who dare to give you honest feedback?

Leadership development is not just about strengthening what is strong — it is about daring to face what is difficult. Understanding dark traits in leadership is an important step toward healthier organizations and safer people.

References:

Furnham, A., Richards, S. C., & Paulhus, D. L. (2013). The Dark Triad of Personality: Narcissism, Machiavellianism, and Psychopathy.

Jiménez Pajares, G. (2024). How the Dark Triad Personality Makes Moral Decisions.

Jonason, P. K., & Webster, G. D. (2010). The Dirty Dozen: A concise measure of the Dark Triad.

Paulhus, D. L., & Williams, K. M. (2002). The Dark Triad of Personality: Narcissism, Machiavellianism, and Psychopathy.

Journal of Psychology (2024). Back of the medal — The Dark Triad.

Explore the Mind (2021, 2024). The Dark Triad: Narcissism, Machiavellism, and Psychopathy.

Wisse, B. et al. (2024). The psychopath behind the mask.

Øyvind Martinsen, et al. (2021). Characteristics of the leader of destructive leadership.

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