Date

2021-07-01

Author

Toker, Yonca
Ceylan, Savaş

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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

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Organizations are investing their resources to identify effective leaders;however, the most commonly utilized assessments of leadership potential donot cover the social cognitions of individuals. Trait assessments, which areexplicit in nature, also have other problems, including faking and sociallydesirable responding. In this chapter, we highlight the importance of leaders’implicit reasoning processes, with a particular focus on cognitive biases, inan attempt to understand how destructive leaders frame the world, situationsand people and how they justify their choice of behaviours and decisions.Empirical evidence in the literature supports the valid use of implicitreasoning measurements in organizational contexts. Thus, we first summarizeand list the cognitive biases of destructive leaders as identified in theliterature. We then turn our focus on Machiavellian leaders as they havebeen associated with destructive leadership. We present the most commonsix cognitive biases and justification mechanisms of Machiavellian leadersbased on our qualitative analysis of interview responses from 72 employees.We aim to encourage researchers and practitioners to make use of theliterature on implicit reasoning and to further contribute to developingmeasures assessing such implicit reasoning processes.

URI

https://books.emeraldinsight.com/
https://hdl.handle.net/11511/92815

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Department of Psychology, Book / Book chapter