Between fear and fascination: threat- and fascination-related affective responses to Dark Triad leaders and their motivational consequences

Abstract

Purpose Dark Triad (DT) leaders can have a detrimental impact on their environment. The present research explores whether DT leaders can even be perceived as a threat, inducing affective states of anxious inhibition and suppressing states of relaxation and determination, and whether such a threat could also trigger fascination-related affective states similar to previous research on threat and fascination. We further explore how both threat- and fascination-related affective states shape approach-avoidance motivation. Design/methodology/approach Within two experimental manipulation studies (N1 = 137, N2 = 156), participants were exposed to a non-direct leader, giving them an opportunity to approach or avoid, who was described as either DT (experimental condition) or non-DT (control condition). In both conditions, the leader held the same level of power, had no opportunity to exert influence on the participant, and was explicitly portrayed as either reflecting only the negative aspects of DT, or depicted neutrally. Quantitative methods assessed perceptions of threat- and fascination-related affective states, and approach-avoidance motivations. An inductive qualitative analysis compared fascination-related responses across groups. Findings DT leaders consistently elicited higher behavioral inhibition (BIS), lower BAS (behavioral approach), and more anger than non-DT leaders. DT leaders further amplified one form of fascination while dampening another. Qualitative data analyses revealed a dark fascination for the DT leader, such as wondering how far he will go. Regarding approach-avoidance motivation, participants were less motivated to approach the DT leader, while higher own DT traits moderated this dynamic towards higher approach. Practical implications As DT leaders can be viewed as a threat, organisations should support their employees with threat- and stress-related reactions to protect well-being and psychological security. The complex affective responses towards the DT leaders further highlight that people’s affective states should be taken into account in order to prevent harmful or toxic leader–follower dynamics. Originality/value While the harmful effects of destructive leadership are well-documented, little is known about the threatening nature of DT leaders, triggering fear and defensive responses. In addition, fascination posits an additional danger to this dynamic, as it can normalise or glamorise harmful leadership, increasing tolerance of abuse.