in: Destructive Leadership and Management Hypocrisy: Advances in Theory and Practice, Selin Metin Camgöz,Özge Tayfur Ekmekci, Editor, Emerald Ink Publishing, Bradford, pp.197-210, 2021
Organizations are investing their resources to identify effective leaders;
however, the most commonly utilized assessments of leadership potential do
not cover the social cognitions of individuals. Trait assessments, which are
explicit in nature, also have other problems, including faking and socially
desirable responding. In this chapter, we highlight the importance of leaders’
implicit reasoning processes, with a particular focus on cognitive biases, in
an attempt to understand how destructive leaders frame the world, situations
and people and how they justify their choice of behaviours and decisions.
Empirical evidence in the literature supports the valid use of implicit
reasoning measurements in organizational contexts. Thus, we first summarize
and list the cognitive biases of destructive leaders as identified in the
literature. We then turn our focus on Machiavellian leaders as they have
been associated with destructive leadership. We present the most common
six cognitive biases and justification mechanisms of Machiavellian leaders
based on our qualitative analysis of interview responses from 72 employees.
We aim to encourage researchers and practitioners to make use of the
literature on implicit reasoning and to further contribute to developing
measures assessing such implicit reasoning processes.