Normalizing mistreatment? Investigating Dark Triad, LMX, and abuse

Abstract

Purpose

Given that many subordinates work for leaders who mistreat them, the purpose of this paper is to examine whether leader–member exchange (LMX) influences the relationship between leaders’ dark triad (DT) traits and follower perceptions of abusive supervision. Drawing on theories of idiosyncratic and deviance credits, the authors posit that high LMX weakens the positive relationship between leaders’ DT traits and the perception of abusive supervision.

Design/methodology/approach

Data were collected from 326 full-time employees. A moderated regression was performed to determine whether high LMX weakened the relationships between each DT trait (Machiavellianism, narcissism and psychopathy) and the perception of abusive supervision.

Findings

Results suggested that high LMX indeed weakened the positive relationships between two leader DT traits – narcissism and psychopathy – and the occurrence of abusive supervision. Hence, employees who perceived their LMX relationship to be high were less likely to report the occurrence of abusive supervision when their leader was also perceived to be high in narcissism or psychopathy. A post hoc analysis suggested different results for mixed-sex dyads.

Practical implications

The present study suggests a potential strategy for reducing the detrimental effects of a DT leader, namely, forming a high-quality relationship between leader and follower.

Originality/value

This study addresses the call for more research into the boundary conditions under which leader characteristics may affect followers. Drawing on past research that treats LMX as a boundary condition, the authors frame LMX as an important buffer between DT leader characteristics and the perception of abusive supervision. Results suggest a potential exchange of deviance credits in cases where LMX is high rather than low.

Citation

Lyons, B.D., Moorman, R.H. and Mercado, B.K. (2019), "Normalizing mistreatment? Investigating Dark Triad, LMX, and abuse", Leadership & Organization Development Journal, Vol. 40 No. 3, pp. 369-380. https://doi.org/10.1108/LODJ-11-2018-0408