Abstract
The aim of this work focuses on the relationship among the Dark Triad (psychopathy, narcissism, and Machiavellianism), perceptions of organizational politics, political skills, and counterproductive work behavior. This study empirically tests the mediating role of perceptions of organizational politics in the relationship between the Dark Triad and counterproductive work behavior. Furthermore, the study investigates the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of organizational politics. A sample of 149 participants was randomly selected. To analyze the data of the present work, we employed a structural equation model using partial least square and PROCESS. From empirical findings, we imply an inference that perception of organizational politics partially mediates the Dark Triad's influence on the counterproductive work behavior. Moreover, the results identify the moderating role of political skills in strengthening the link between the Dark Triad and the perceptions of organizational politics. Empirical findings suggest important policy implications for the hospitality industry.
Highlights
Counterproductive work behaviors (CWBs) are destructive behaviors for organizations and their members
The Dark Triad leads to an increase in perceptions of organizational politics (POPS), and a higher POPS leads to an increase in CWB. By adding both direct relationships, the current study develops an indirect relationship between the Dark Triad and CWB with a mediating role of POPS
We evaluate the moderation hypotheses H3a, H3-b, and H3-c of political skills on the path between the Dark Triad and POPS by employing the product indicator technique
Summary
Counterproductive work behaviors (CWBs) are destructive behaviors for organizations and their members. The magnitude of these activities can range from minor to more severe (Bolton et al, 2010). Prior studies have revealed that CWBs result in severe economic and social threats to organizations. Earlier works have reported that global businesses suffered losses of around US$2.9 trillion annually due to fraudulent activities (Berry et al, 2012; Moore et al, 2012). Berry et al (2012) identified hyper-anxiety, job dissatisfaction, and tendency to quit a job as common outcomes of CWBs. In a nutshell, CWB is a serious issue for organizations and their stakeholders (Fine et al, 2010)
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