AMARA Swimwear

AMARA Swimwear

  1. To analyze the brand/company selected with respect to their marketing strategy both digital and non-digital (i.e. traditional). Include the following to get full credit.

A. Company Name: AMARA Swimwear (https://www.amaratulum.co/)

a.Describing the brand in terms of size, product and location.

B.Creating a persona

Create a “personas” based on the information gathered above. Two proto personas will be created in class. Need at least one external source for each for demographics, behavior, and needs.

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Writing The Grant Part 2: Methodology And Evaluation Plans

Writing The Grant Part 2: Methodology And Evaluation Plans

The methodology section is one of the core components of the grant. This section is concerned with addressing the question: “How will you carry out the project?” (Gitlin & Lyons, 2014, p. 92). For example, if your proposal is for a nonprofit-related project, you might identify the population served or indicate who will receive services. Depending on the grant type, you may also include the research sample and associated inclusion criteria. A research proposal may also include the research design strategy, assumptions, validity, reliability, statistical analysis, timeline, and evaluation plans. Finally, in this section you may address human resources requirements and materials or supplies needed to complete the project.

In recent years, evaluation plans have become increasingly important to prospective funders. Competition for grants is intense, and funders must feel confident that money will be well spent and that projects can be appropriately evaluated. This is an important consideration for the grant seeker as well. Your organization will also want to be assured that the time and effort put into a project proves that the objectives are met and if not, why.

For this Assignment:

Review the Final Project Guidelines provided in this module’s Learning Resources.

Carefully review your Gitlin & Lyons text, the University of Wisconsin-Extension resource, and the Community Tool Box resource as well as other Learning Resources that focus on methodology and evaluation. You may also find additional online information from reputable grant-related organizations, such as Foundation Center and individual private funders.

Remember that this content must demonstrate that it addresses funder interests as well as the grantee perspective.

In 3–5 pages, provide your Methodology and Evaluation Plans.

In developing the methodology for your project, keep these thoughts in mind:

A project should undertake only activities that will move it toward the objectives.

If any activities are not necessary for reaching the objectives, do not include them in the proposal.

The methodology includes the day-to-day, week-to-week, and/or month-to-month activities that will be carried out during the project period.

The Methodology includes:

Program description

Research design

Human subjects (sample)

Study validity and reliability

Assumptions and limitations

Time line

Analysis (and/or see Evaluation below)

Non-personnel resources

Facilities, supplies, technology, etc.

Any non-personnel resources that will appear in the proposal budget should be described

Personnel resources

Who will be assigned or hired?

Management plan (Work plan)

Who will be responsible for which activities

What is the timeline associated with activities (first quarter, second quarter, third quarter, fourth quarter, ongoing)?

How will the project be managed?

The Evaluation Plan includes:

Description of the specific criteria that will measure the success of the project

Explanation of data that will be collected

Verify if your grant application will require an institutional review board (IRB) approval.

Explanation of the data collection plans at the beginning, mid-program, and final evaluation

Evaluation instruments that will be used and an explanation of why these instruments were selected

Plans for writing the periodic reports to keep the funder updated

TOPIC: Youth Homeless Shelter

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Changes in the Chinese Hotel Industry

Changes in the Chinese Hotel Industry

Table of Contents 1.0 Introduction 1 1.1 Background 1 1.2 Aims and Objectives 2 1.3 Research Questions 2 1.4 Rationale 3 2.0 Literature Review 4 2.1 Background 4 2.2 Hotel Industry 4 2.3 Evolution in the Hotel Industry 5 2.4 Consumer Demands and Expectations 5 2.5 Chinese Hotel Industry 5 2.6 Changes in the Chinese Hotel Industry 6 2.7 Service Quality in Chinese Hotel Industry 6 2.8 Summary 7 3.0 Methodology 7 4.0 Timeline 9 5.0 Research Ethics 10 References 12

I

1.0 Introduction
1.1 Background
With the advent of technology and extensive integration of globalisation, the preferences and demands of the consumers are changing and becoming more specific in nature. There is also a rise in the number of individuals travelling places for business and also leisure. Through the studies conducted by Peng et al. (2014) it is brought forth that the international tourism is on an all-time high with the demand elasticities undergoing major changes. One of the most crucial part of the tourism industry is the hotel and hospitality sector that manages and provides for the travellers and the tourists. The effective and powerful arrangement in the hotel and hospitality industry plays a crucial role in the introduction of customer loyalty towards a brand. In the studies conducted by Kandampully, Zhang, and Jaakkola (2018) it is verified that the customer experience is of prime importance in the hospitality industry, as without customer’s satisfaction there can be no growth or popularity. Hence, it is important to understand what the customers want and identify the ways in which these ever-changing demands can be satisfied.

A special reference to the Chinese hotel industry reveals that the total contribution of travel and tourism to the GDP of the country was 11 percent for the year 2017 (Wood, 2018). The comparative analysis revealed that the GDP of China from the travel and tourism industry stood at a higher rate than that of the world. Thus, a steady and strong growth of the Chinese tourism industry indicates that there is a need for the strong hotel industry that is able enough to handle the domestic as well as international customers. Wood (2018) further highlights that the growing tourism industry has led to the exponential growth of the hotel industry in the nation and the occupancy rates are rising further. There have been growing investments in the merges and the acquisitions, which are in turn expected to augment the growth of the hotel industry of China.

1.2 Aims and Objectives
The overarching aim of this dissertation is to identify the changes that the hotel industry of China is undergoing with a special reference to the quality of service being provided to the consumers.

In order to achieve the same, the study is divided into different objectives as listed below:

· To critically review the literature concerning the evolution of the hotel industry and the importance of service quality

· To identify the changes Chinese hotel industry is undergoing with a special reference to the service quality

· To investigate the expectation of the customers in the changing environment of the industry

· To discuss the implications of customer expectations and parallelly changing policies of the hotel industry while making recommendations for attainting competitive edge in the future

1.3 Research Questions
In order to take the study further and explore the topic, the dissertation aims at answering the following questions:

· What are the causes and the evolutionary changes that the hotel industry is undergoing?

Through the exploration of this question, it would be possible to understand the basis of changes and evolution of the hotel industry. The question would also be helpful in explaining the evolution that the industry has undergone so far.

· How has the hotel industry of China changed over the years and what are the resultant impacts?

The answers obtained with reference to this question would add to the existing knowledge of the Chinese hotel industry. It would be useful to identify and discuss the impact of the changes that the hotel industry has experienced so far.

· What are the expectations of the consumers and how do they effect the hotel industry?

Using the above stated question it would be possible to evaluate the expectations of the consumers while understanding the ways in which these expectations have an impact on the hotel industry, with a special reference to China.

· Does the hotel industry of China integrating changes successfully and what can be done by the Chinese hotel industry to provide better service quality to its customers?

Finally, the analysis of the aspects associated with the outcomes of the changes that the hotel industry of China is undergoing would be inferred. The ways in which further improvements and betterment in the service quality for the customers can be integrated would also be highlighted.

1.4 Rationale
The understanding of the growth of the Chinese tourism industry leads to the conclusion that there is a rise in the occupancy rates, as tourists, both domestic and international, flock the nation. While the nation is able to understand the rising occupancy rates and take them into consideration while adding to the exiting industry platform, it is important to note that the consumer preferences are to be understood. Through the analysis of the type of services that the customers require and their places of origin it would be convenient to understand the quality of service that should be achieved. Therefore, it is believed that this research work will be helpful in gathering enough evidence about the evolution in the Chinese hotel industry that the same can be applied in the analysis of service quality required and provided. The investigation into the expectations of the customers under the competitive environment will reveal the impact of the same on the hotel industry players. Finally, the understanding of the goals set by the hotel industry can be clarified based on the need to enhance service quality standards.

2.0 Literature Review
2.1 Background
A gradual development and growth of the hotel industry has been brought to notice in the past and also in the present, which is destined to continue in the future. The changing economic conditions and the standard of living of individuals has led to the change in the demands of the consumers on their travel trips. Over the years, a shift from the fulfilment of the basic necessities to the demand for luxurious services and high-end quality has come to the notice. The literature review section aims at highlighting the characteristics of the hotel industry with the discussion of the evolution experienced by it. The demands and expectations of the consumers are also discussed followed by the special consideration of the Chinese hotel industry. The changes observed and integrated by China in its hotel industry in context to the changing tourist population and the preferences of the consumers will also be brought forth through the review of existing conclusions drawn by different scholars.

2.2 Hotel Industry
The work by Molina-Azorin et al. (2015) verifies that the hotel industry gains competitive advantage when the quality is managed thoroughly. In their study, Molina-Azorin et al. (2015) combined qualitative and quantitative methods of study wherein 13 managers from a hotel were interviewed and a quantitative study of 355 additional managers was undertaken. The results obtained concluded that an inter-relationship exists between the environmental management and the quality management, which ultimately leads to competitive edge. Further, as established in the work by Law (2019), the increasing number of hotels and also the rising dependence of the individuals on Internet has led to the evolution of hotel websites. These websites are able to successfully attract the users and the consumers by luring them through their gallery section.

2.3 Evolution in the Hotel Industry
The origin of the hotels dates back to the times when the oldest sheltering systems i.e. inns were made somewhere between 6th century BC to 12th century BC (Chaudhary, 2015). The time of industrialisation brought in the advanced hotels that were established with the aim of catering to the needs of the travellers, the number of which saw a rise with the introduction and development of road and air transport. From being available at only the railway stations and airports, the hotel demand increased on the roadsides. The eventual rise in the demand was due to the rising number of travellers and also the higher purchasing power parity of the individuals. As a result of these developments, the demands of the consumers took a shift from simple bed and breakfast lodging to the more luxurious hotels that have the ability to provide big and spacious rooms with extensive food layouts as well as recreational facilities. The growth of the hotel and hospitality industry is still continuing and the 21st century has seen the entry of individual investors in the field through the association with Airbnb.

2.4 Consumer Demands and Expectations
The prominent feature in the development and evolution of the hotel industry is the changing nature of the consumers. The studies carried forth by the authors Langvinienė and Daunoravičiūtė (2015) bring focus to the factors that influence the success of the business models in the hospitality industry. The changing demands of the consumers lead to the introduction of innovative strategies that can help in enhancing the overall service quality of the hotel industry.

2.5 Chinese Hotel Industry
The conclusions drawn in the studies conducted by Lee, Oh, and Hsu (2017) brought forth the understanding that the image of the brand changes with the country of its operations and ultimately affects the customer perception about it. Thus, the hotels in China are seen as good or bad by the consumers based on the image that they have been able to establish among the consumers.

2.6 Changes in the Chinese Hotel Industry
The results obtained by Dogru (2016) proposed that that development of the hotel industry in China has been possible through the different events and challenges. The author brings forth the role played by the mega-events like Beijing Olympic Games of 2008, World Expo 2010 Shanghai, and the Asian Games of 2010 held in Guangzhou in the development of the hotel industry in China (Dogru, 2016). It is therefore concluded that the hotel industry undergoes change and evolution when it accepts tourists from different regions of the world.

2.7 Service Quality in Chinese Hotel Industry
One of the biggest aspects of good service quality is the loyalty of the customers that can be achieved by any service provider. In their work, Kandampully, Zhang, and Bilgihan (2015) highlighted that the hotel and hospitality industry is undergoing a vigorous change and it is only through the loyalty among consumers that the connections can be built for a lifetime. The customer engagement and mass personalisation can turn out to be the promising factors for the industry players.

In the studies conducted by Tsang and Qu (2000), it was brought forth that the service quality of the Chinese hotels cannot be understood in an appropriate manner, as there is limited understanding about the differences in the outlook of the hotel staff and that of the consumers. The study carried forth by the authors focused on the differences in the perceptions of the hotel managers with respect to the expectations of the consumers and the actual expectations of the consumers (Tsang and Qu, 2000). It has been found that the services provided to the tourists in the hotels in China fall lower than their expectations.

Stefano, Filho, and Sohn (2015) have focused on the evaluation of the service quality in the industry through the inclusion of SERVQUAL. According to the authors, the quality of the product or the service has a direct impact on its performance and ultimately on customer satisfaction. The satisfaction of the customers is the prime factor that affects their purchase decision of the product and the service in question.

2.8 Summary
Through the literature reviewed it is easy to identify the basis of evolution of the hotel industry. It can be seen that with the changes in the living standards and the increase in the travel plans of the population, the lodging facilities underwent a change. It is understood that the key elements inclusive of globalisation, industrialisation, and Internet acceptance led to the change in the hotel industry. The demands and expectations of the consumers are changing rapidly because of which the hotel industry is also undergoing rapid change. It can also be summarised that the inclusion of the different perceptions and aligning them with the expectations plays a crucial role in the success of the hotel industry and also any other brand.

3.0 Methodology
The process of conducting the research and taking it forward is to be guided through the different stages. Therefore, in order to conduct the research in a defined manner the right process and method needs to be integrated. Research can be conducted using qualitative or quantitative data from the application of primary data collection or the secondary data collection. The application of secondary data collection is beneficial in understanding the existing knowledge on the subject whilst the primary data collection allows the researcher to gain hands-on experience and insights on the subject. Brannen (2003) confirmed through his research that the process of applying mixed methods for the research help in generating better results through the analysis of existing knowledge and targeting the gaps in the same. The integration of qualitative or quantitative data is based on the availability and accessibility of the research material.

In the qualitative research process, unstructured data is collected, which is later used to draw subjective conclusions. The same can be obtained with the help of structured interviews, focus groups, and observations. The studies carried forth by Silverman (2016) reveal that the process of qualitative research is based on the subjective approach with only a rough understanding about the related variables. On the other hand, for the quantitative research, structured data along with the statistical analysis is taken into consideration with the help of experimentation and surveys. In the work by Marshall and Rossman (2016) it is indicated that the application of quantitative studies present an objective approach with the variables clearly defined and understood much in advance. The undertaken dissertation incorporates and follows the qualitative data collection method using the structured interviews that can be conducted over telephone or via email exchange, and also a survey questionnaire for the primary research.

In order to maintain the research process and its validity, the understanding of the sample to be targeted for the study is essential. In the studies conducted by Morgan (2013) it is verified that the selection of right sample and identification of the right size of the sample is essential. It is therefore proposed that for this research work, a sample of the people who have travelled to China and any other at least one destination would be selected. As many as 100 tourists are to be targeted to attain a valid and acceptable result from the outcome of the study. Additionally, a minimum of two hotel managers from the Chinese hotel industry are to be interviewed for the understanding of the changes based on the consumer demands and expectations. The purpose of engaging the tourists as well as the hotel staff is to understand the differences in the perception of the two different entities.

4.0 Timeline
The timeline of the project is presented in the form of a Gantt Chart that allows the readers and the researcher to keep the different steps of the dissertation flow in sync. The preparation of Gantt Chart is also essential, as it allows the researcher to better understand and align the different parts of the work completion process.

Week 1 & 2

Week 3 & 4

Week 5 to 8

Week 8 & 9

Week 10 to 12

Week 13 & 14

Week 15 & 16

Topic Selection

Research Objectives & Questions

Gathering data through Literature Review

Interviews and Survey

Analysis of findings

Conclusion & Recommendations

Finalisation & Proof-reading

It can be seen in the Gantt Chart that the collection of data from the existing literature will be the lengthiest part of the work. The collection of primary data from the survey and also the conduct of interviews will also take only certain amount of time. Another important part of the research process that will be time consuming is the analysis and evaluation of the collected data and then its organisation for the attainment of a conclusion supported by the recommendations. Thus, analysis of the findings will take quite a lot of time in the overall process.

5.0 Research Ethics
The most crucial element of the research work is the ethical standards and practices that are to be followed in the process. The report published by Resnik (2015) highlighted that the moral or ethics help the researcher in identifying wrong from right. It is important to understand and adapt things based on their acceptability and validity. The research work requires absolute clarifications when human subjects become participants. It is essential to maintain their integrity and confidentiality throughout the research work. Therefore, in the undertaken research work it is aimed that the participants will be clearly updated about the study along with the provision of clarifications of the study that is being conducted. The maintenance of the confidentiality of the personal details of the participants is also to be taken into consideration. The research also consists of the ethical aspect of destroying the personal opinions of the participants once the study has been completed successfully. There would be no commercial utilisation of the information and feedback provided by the participants.

While ethical perspectives majorly comprise of the primary data collection and responsible use of the information obtained thereof, it is also important that the literature reviewed is given its due reference. The work of other authors that has been used as a reference for the dissertation is to be reference properly. Honesty should be maintained throughout the dissertation process. The original works should not be used without adequate referencing and plagiarism should be avoided at all costs. Thus, for this work, the authors of whose work is used as a reference will be cites within the text as well as a detailed bibliography would be produced. Moreover, keeping the respect for intellectual property rights is important. Thus, patents and copyrights along with all other forms of intellectual property will be honoured. The strive to avoid strong bias towards any factor or aspect will be maintained and carefulness will be integrated to avoid errors and negligence.

References
Brannen, J. (2003). Mixing methods. Aldershot, Hants, England: Ashgate.

Chaudhary, A. (2015). Evolution of hotel industry. [online] Infoanil.blogspot.com. Available at: http://infoanil.blogspot.com/2015/12/evolution-of-hotel-industry.html [Accessed 19 Feb. 2019].

Dogru, T. (2016). EBSCOhost | 116178092 | Development of the Hotel Industry in China: Mega-Events, Opportunities, and Challenges.. [online] Web.b.ebscohost.com. Available at: https://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=19415842&AN=116178092&h=ba08pH92oYGDEgROIVX3%2f21hMXrZw1f3Ay2RrKIwhCT0Oj%2fRXSbo33bNT5FslkZieIKdXT%2b8NBO2Sh5frrLpVQ%3d%3d&crl=c&resultNs=AdminWebAuth&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26profile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d19415842%26AN%3d116178092 [Accessed 19 Feb. 2019].

Kandampully, J., Zhang, T. and Bilgihan, A. (2015). Customer loyalty: a review and future directions with a special focus on the hospitality industry. International Journal of Contemporary Hospitality Management, 27(3), pp.379-414.

Kandampully, J., Zhang, T. and Jaakkola, E. (2018). Customer experience management in hospitality. International Journal of Contemporary Hospitality Management, 30(1), pp.21-56.

Langvinienė, N. and Daunoravičiūtė, I. (2015). Factors Influencing the Success of Business Model in the Hospitality Service Industry. Procedia – Social and Behavioral Sciences, 213, pp.902-910.

Law, R. (2019). Evaluation of hotel websites: Progress and future developments (invited paper for ‘luminaries’ special issue of International Journal of Hospitality Management). International Journal of Hospitality Management, 76, pp.2-9.

Lee, S., Oh, H. and Hsu, C. (2017). Country-of-operation and brand images: evidence from the Chinese hotel industry. International Journal of Contemporary Hospitality Management, 29(7), pp.1814-1833.

Marshall, C. and Rossman, G. (2016). Designing qualitative research. Los Angeles: Sage.

Metcalf, J. and Crawford, K. (2016). Where are human subjects in Big Data research? The emerging ethics divide. Big Data & Society, 3(1), p.205395171665021.

Molina-Azorín, J., Tarí, J., Pereira-Moliner, J., López-Gamero, M. and Pertusa-Ortega, E. (2015). The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry. Tourism Management, 50, pp.41-54.

Morgan, D. (2013). Integrating qualitative and quantitative methods. Thousand Oaks, California: SAGE Publications, Inc.

Peng, B., Song, H., Crouch, G. and Witt, S. (2014). A Meta-Analysis of International Tourism Demand Elasticities. Journal of Travel Research, 54(5), pp.611-633.

Resnik, D. (2015). What is Ethics in Research & Why is it Important?. [online] National Institute of Environmental Health Sciences. Available at: https://www.niehs.nih.gov/research/resources/bioethics/whatis/index.cfm [Accessed 19 Feb. 2019].

Silverman, D. (2016). Qualitative research. London: Sage.

Stefano, N., Filho, N., Barichello, R. and Sohn, A. (2015). A Fuzzy SERVQUAL Based Method for Evaluated of Service Quality in the Hotel Industry. Procedia CIRP, 30, pp.433-438.

Tsang, N. and Qu, H. (2000). Service quality in China’s hotel industry: a perspective from tourists and hotel managers. International Journal of Contemporary Hospitality Management, 12(5), pp.316-326.

Wood, L. (2018). The Tourism & Hotel Industry in China – Growth, Trends and Forecasts (2018-2023) – ResearchAndMarkets.com. [online] Businesswire.com. Available at: https://www.businesswire.com/news/home/20180927005827/en/Tourism-Hotel-Industry-China—Growth-Trends [Accessed 19 Feb. 2019].

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Service Quality in Chinese Hotel Industry

Service Quality in Chinese Hotel Industry

Analysis of the Changing Hotel Industry in China with special reference to Service Quality

Table of Contents 1.0 Introduction 1 1.1 Background 1 1.2 Aims and Objectives 2 1.3 Research Questions 2 1.4 Rationale 3 2.0 Literature Review 4 2.1 Background 4 2.2 Hotel Industry 4 2.3 Evolution in the Hotel Industry 5 2.4 Consumer Demands and Expectations 5 2.5 Chinese Hotel Industry 5 2.6 Changes in the Chinese Hotel Industry 6 2.7 Service Quality in Chinese Hotel Industry 6 2.8 Summary 7 3.0 Methodology 7 4.0 Timeline 9 5.0 Research Ethics 10 References 12

I

1.0 Introduction
1.1 Background
With the advent of technology and extensive integration of globalisation, the preferences and demands of the consumers are changing and becoming more specific in nature. There is also a rise in the number of individuals travelling places for business and also leisure. Through the studies conducted by Peng et al. (2014) it is brought forth that the international tourism is on an all-time high with the demand elasticities undergoing major changes. One of the most crucial part of the tourism industry is the hotel and hospitality sector that manages and provides for the travellers and the tourists. The effective and powerful arrangement in the hotel and hospitality industry plays a crucial role in the introduction of customer loyalty towards a brand. In the studies conducted by Kandampully, Zhang, and Jaakkola (2018) it is verified that the customer experience is of prime importance in the hospitality industry, as without customer’s satisfaction there can be no growth or popularity. Hence, it is important to understand what the customers want and identify the ways in which these ever-changing demands can be satisfied.

A special reference to the Chinese hotel industry reveals that the total contribution of travel and tourism to the GDP of the country was 11 percent for the year 2017 (Wood, 2018). The comparative analysis revealed that the GDP of China from the travel and tourism industry stood at a higher rate than that of the world. Thus, a steady and strong growth of the Chinese tourism industry indicates that there is a need for the strong hotel industry that is able enough to handle the domestic as well as international customers. Wood (2018) further highlights that the growing tourism industry has led to the exponential growth of the hotel industry in the nation and the occupancy rates are rising further. There have been growing investments in the merges and the acquisitions, which are in turn expected to augment the growth of the hotel industry of China.

1.2 Aims and Objectives
The overarching aim of this dissertation is to identify the changes that the hotel industry of China is undergoing with a special reference to the quality of service being provided to the consumers.

In order to achieve the same, the study is divided into different objectives as listed below:

· To critically review the literature concerning the evolution of the hotel industry and the importance of service quality

· To identify the changes Chinese hotel industry is undergoing with a special reference to the service quality

· To investigate the expectation of the customers in the changing environment of the industry

· To discuss the implications of customer expectations and parallelly changing policies of the hotel industry while making recommendations for attainting competitive edge in the future

1.3 Research Questions
In order to take the study further and explore the topic, the dissertation aims at answering the following questions:

· What are the causes and the evolutionary changes that the hotel industry is undergoing?

Through the exploration of this question, it would be possible to understand the basis of changes and evolution of the hotel industry. The question would also be helpful in explaining the evolution that the industry has undergone so far.

· How has the hotel industry of China changed over the years and what are the resultant impacts?

The answers obtained with reference to this question would add to the existing knowledge of the Chinese hotel industry. It would be useful to identify and discuss the impact of the changes that the hotel industry has experienced so far.

· What are the expectations of the consumers and how do they effect the hotel industry?

Using the above stated question it would be possible to evaluate the expectations of the consumers while understanding the ways in which these expectations have an impact on the hotel industry, with a special reference to China.

· Does the hotel industry of China integrating changes successfully and what can be done by the Chinese hotel industry to provide better service quality to its customers?

Finally, the analysis of the aspects associated with the outcomes of the changes that the hotel industry of China is undergoing would be inferred. The ways in which further improvements and betterment in the service quality for the customers can be integrated would also be highlighted.

1.4 Rationale
The understanding of the growth of the Chinese tourism industry leads to the conclusion that there is a rise in the occupancy rates, as tourists, both domestic and international, flock the nation. While the nation is able to understand the rising occupancy rates and take them into consideration while adding to the exiting industry platform, it is important to note that the consumer preferences are to be understood. Through the analysis of the type of services that the customers require and their places of origin it would be convenient to understand the quality of service that should be achieved. Therefore, it is believed that this research work will be helpful in gathering enough evidence about the evolution in the Chinese hotel industry that the same can be applied in the analysis of service quality required and provided. The investigation into the expectations of the customers under the competitive environment will reveal the impact of the same on the hotel industry players. Finally, the understanding of the goals set by the hotel industry can be clarified based on the need to enhance service quality standards.

2.0 Literature Review
2.1 Background
A gradual development and growth of the hotel industry has been brought to notice in the past and also in the present, which is destined to continue in the future. The changing economic conditions and the standard of living of individuals has led to the change in the demands of the consumers on their travel trips. Over the years, a shift from the fulfilment of the basic necessities to the demand for luxurious services and high-end quality has come to the notice. The literature review section aims at highlighting the characteristics of the hotel industry with the discussion of the evolution experienced by it. The demands and expectations of the consumers are also discussed followed by the special consideration of the Chinese hotel industry. The changes observed and integrated by China in its hotel industry in context to the changing tourist population and the preferences of the consumers will also be brought forth through the review of existing conclusions drawn by different scholars.

2.2 Hotel Industry
The work by Molina-Azorin et al. (2015) verifies that the hotel industry gains competitive advantage when the quality is managed thoroughly. In their study, Molina-Azorin et al. (2015) combined qualitative and quantitative methods of study wherein 13 managers from a hotel were interviewed and a quantitative study of 355 additional managers was undertaken. The results obtained concluded that an inter-relationship exists between the environmental management and the quality management, which ultimately leads to competitive edge. Further, as established in the work by Law (2019), the increasing number of hotels and also the rising dependence of the individuals on Internet has led to the evolution of hotel websites. These websites are able to successfully attract the users and the consumers by luring them through their gallery section.

2.3 Evolution in the Hotel Industry
The origin of the hotels dates back to the times when the oldest sheltering systems i.e. inns were made somewhere between 6th century BC to 12th century BC (Chaudhary, 2015). The time of industrialisation brought in the advanced hotels that were established with the aim of catering to the needs of the travellers, the number of which saw a rise with the introduction and development of road and air transport. From being available at only the railway stations and airports, the hotel demand increased on the roadsides. The eventual rise in the demand was due to the rising number of travellers and also the higher purchasing power parity of the individuals. As a result of these developments, the demands of the consumers took a shift from simple bed and breakfast lodging to the more luxurious hotels that have the ability to provide big and spacious rooms with extensive food layouts as well as recreational facilities. The growth of the hotel and hospitality industry is still continuing and the 21st century has seen the entry of individual investors in the field through the association with Airbnb.

2.4 Consumer Demands and Expectations
The prominent feature in the development and evolution of the hotel industry is the changing nature of the consumers. The studies carried forth by the authors Langvinienė and Daunoravičiūtė (2015) bring focus to the factors that influence the success of the business models in the hospitality industry. The changing demands of the consumers lead to the introduction of innovative strategies that can help in enhancing the overall service quality of the hotel industry.

2.5 Chinese Hotel Industry
The conclusions drawn in the studies conducted by Lee, Oh, and Hsu (2017) brought forth the understanding that the image of the brand changes with the country of its operations and ultimately affects the customer perception about it. Thus, the hotels in China are seen as good or bad by the consumers based on the image that they have been able to establish among the consumers.

2.6 Changes in the Chinese Hotel Industry
The results obtained by Dogru (2016) proposed that that development of the hotel industry in China has been possible through the different events and challenges. The author brings forth the role played by the mega-events like Beijing Olympic Games of 2008, World Expo 2010 Shanghai, and the Asian Games of 2010 held in Guangzhou in the development of the hotel industry in China (Dogru, 2016). It is therefore concluded that the hotel industry undergoes change and evolution when it accepts tourists from different regions of the world.

2.7 Service Quality in Chinese Hotel Industry
One of the biggest aspects of good service quality is the loyalty of the customers that can be achieved by any service provider. In their work, Kandampully, Zhang, and Bilgihan (2015) highlighted that the hotel and hospitality industry is undergoing a vigorous change and it is only through the loyalty among consumers that the connections can be built for a lifetime. The customer engagement and mass personalisation can turn out to be the promising factors for the industry players.

In the studies conducted by Tsang and Qu (2000), it was brought forth that the service quality of the Chinese hotels cannot be understood in an appropriate manner, as there is limited understanding about the differences in the outlook of the hotel staff and that of the consumers. The study carried forth by the authors focused on the differences in the perceptions of the hotel managers with respect to the expectations of the consumers and the actual expectations of the consumers (Tsang and Qu, 2000). It has been found that the services provided to the tourists in the hotels in China fall lower than their expectations.

Stefano, Filho, and Sohn (2015) have focused on the evaluation of the service quality in the industry through the inclusion of SERVQUAL. According to the authors, the quality of the product or the service has a direct impact on its performance and ultimately on customer satisfaction. The satisfaction of the customers is the prime factor that affects their purchase decision of the product and the service in question.

2.8 Summary
Through the literature reviewed it is easy to identify the basis of evolution of the hotel industry. It can be seen that with the changes in the living standards and the increase in the travel plans of the population, the lodging facilities underwent a change. It is understood that the key elements inclusive of globalisation, industrialisation, and Internet acceptance led to the change in the hotel industry. The demands and expectations of the consumers are changing rapidly because of which the hotel industry is also undergoing rapid change. It can also be summarised that the inclusion of the different perceptions and aligning them with the expectations plays a crucial role in the success of the hotel industry and also any other brand.

3.0 Methodology
The process of conducting the research and taking it forward is to be guided through the different stages. Therefore, in order to conduct the research in a defined manner the right process and method needs to be integrated. Research can be conducted using qualitative or quantitative data from the application of primary data collection or the secondary data collection. The application of secondary data collection is beneficial in understanding the existing knowledge on the subject whilst the primary data collection allows the researcher to gain hands-on experience and insights on the subject. Brannen (2003) confirmed through his research that the process of applying mixed methods for the research help in generating better results through the analysis of existing knowledge and targeting the gaps in the same. The integration of qualitative or quantitative data is based on the availability and accessibility of the research material.

In the qualitative research process, unstructured data is collected, which is later used to draw subjective conclusions. The same can be obtained with the help of structured interviews, focus groups, and observations. The studies carried forth by Silverman (2016) reveal that the process of qualitative research is based on the subjective approach with only a rough understanding about the related variables. On the other hand, for the quantitative research, structured data along with the statistical analysis is taken into consideration with the help of experimentation and surveys. In the work by Marshall and Rossman (2016) it is indicated that the application of quantitative studies present an objective approach with the variables clearly defined and understood much in advance. The undertaken dissertation incorporates and follows the qualitative data collection method using the structured interviews that can be conducted over telephone or via email exchange, and also a survey questionnaire for the primary research.

In order to maintain the research process and its validity, the understanding of the sample to be targeted for the study is essential. In the studies conducted by Morgan (2013) it is verified that the selection of right sample and identification of the right size of the sample is essential. It is therefore proposed that for this research work, a sample of the people who have travelled to China and any other at least one destination would be selected. As many as 100 tourists are to be targeted to attain a valid and acceptable result from the outcome of the study. Additionally, a minimum of two hotel managers from the Chinese hotel industry are to be interviewed for the understanding of the changes based on the consumer demands and expectations. The purpose of engaging the tourists as well as the hotel staff is to understand the differences in the perception of the two different entities.

4.0 Timeline
The timeline of the project is presented in the form of a Gantt Chart that allows the readers and the researcher to keep the different steps of the dissertation flow in sync. The preparation of Gantt Chart is also essential, as it allows the researcher to better understand and align the different parts of the work completion process.

Week 1 & 2

Week 3 & 4

Week 5 to 8

Week 8 & 9

Week 10 to 12

Week 13 & 14

Week 15 & 16

Topic Selection

Research Objectives & Questions

Gathering data through Literature Review

Interviews and Survey

Analysis of findings

Conclusion & Recommendations

Finalisation & Proof-reading

It can be seen in the Gantt Chart that the collection of data from the existing literature will be the lengthiest part of the work. The collection of primary data from the survey and also the conduct of interviews will also take only certain amount of time. Another important part of the research process that will be time consuming is the analysis and evaluation of the collected data and then its organisation for the attainment of a conclusion supported by the recommendations. Thus, analysis of the findings will take quite a lot of time in the overall process.

5.0 Research Ethics
The most crucial element of the research work is the ethical standards and practices that are to be followed in the process. The report published by Resnik (2015) highlighted that the moral or ethics help the researcher in identifying wrong from right. It is important to understand and adapt things based on their acceptability and validity. The research work requires absolute clarifications when human subjects become participants. It is essential to maintain their integrity and confidentiality throughout the research work. Therefore, in the undertaken research work it is aimed that the participants will be clearly updated about the study along with the provision of clarifications of the study that is being conducted. The maintenance of the confidentiality of the personal details of the participants is also to be taken into consideration. The research also consists of the ethical aspect of destroying the personal opinions of the participants once the study has been completed successfully. There would be no commercial utilisation of the information and feedback provided by the participants.

While ethical perspectives majorly comprise of the primary data collection and responsible use of the information obtained thereof, it is also important that the literature reviewed is given its due reference. The work of other authors that has been used as a reference for the dissertation is to be reference properly. Honesty should be maintained throughout the dissertation process. The original works should not be used without adequate referencing and plagiarism should be avoided at all costs. Thus, for this work, the authors of whose work is used as a reference will be cites within the text as well as a detailed bibliography would be produced. Moreover, keeping the respect for intellectual property rights is important. Thus, patents and copyrights along with all other forms of intellectual property will be honoured. The strive to avoid strong bias towards any factor or aspect will be maintained and carefulness will be integrated to avoid errors and negligence.

References
Brannen, J. (2003). Mixing methods. Aldershot, Hants, England: Ashgate.

Chaudhary, A. (2015). Evolution of hotel industry. [online] Infoanil.blogspot.com. Available at: http://infoanil.blogspot.com/2015/12/evolution-of-hotel-industry.html [Accessed 19 Feb. 2019].

Dogru, T. (2016). EBSCOhost | 116178092 | Development of the Hotel Industry in China: Mega-Events, Opportunities, and Challenges.. [online] Web.b.ebscohost.com. Available at: https://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=19415842&AN=116178092&h=ba08pH92oYGDEgROIVX3%2f21hMXrZw1f3Ay2RrKIwhCT0Oj%2fRXSbo33bNT5FslkZieIKdXT%2b8NBO2Sh5frrLpVQ%3d%3d&crl=c&resultNs=AdminWebAuth&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26profile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d19415842%26AN%3d116178092 [Accessed 19 Feb. 2019].

Kandampully, J., Zhang, T. and Bilgihan, A. (2015). Customer loyalty: a review and future directions with a special focus on the hospitality industry. International Journal of Contemporary Hospitality Management, 27(3), pp.379-414.

Kandampully, J., Zhang, T. and Jaakkola, E. (2018). Customer experience management in hospitality. International Journal of Contemporary Hospitality Management, 30(1), pp.21-56.

Langvinienė, N. and Daunoravičiūtė, I. (2015). Factors Influencing the Success of Business Model in the Hospitality Service Industry. Procedia – Social and Behavioral Sciences, 213, pp.902-910.

Law, R. (2019). Evaluation of hotel websites: Progress and future developments (invited paper for ‘luminaries’ special issue of International Journal of Hospitality Management). International Journal of Hospitality Management, 76, pp.2-9.

Lee, S., Oh, H. and Hsu, C. (2017). Country-of-operation and brand images: evidence from the Chinese hotel industry. International Journal of Contemporary Hospitality Management, 29(7), pp.1814-1833.

Marshall, C. and Rossman, G. (2016). Designing qualitative research. Los Angeles: Sage.

Metcalf, J. and Crawford, K. (2016). Where are human subjects in Big Data research? The emerging ethics divide. Big Data & Society, 3(1), p.205395171665021.

Molina-Azorín, J., Tarí, J., Pereira-Moliner, J., López-Gamero, M. and Pertusa-Ortega, E. (2015). The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry. Tourism Management, 50, pp.41-54.

Morgan, D. (2013). Integrating qualitative and quantitative methods. Thousand Oaks, California: SAGE Publications, Inc.

Peng, B., Song, H., Crouch, G. and Witt, S. (2014). A Meta-Analysis of International Tourism Demand Elasticities. Journal of Travel Research, 54(5), pp.611-633.

Resnik, D. (2015). What is Ethics in Research & Why is it Important?. [online] National Institute of Environmental Health Sciences. Available at: https://www.niehs.nih.gov/research/resources/bioethics/whatis/index.cfm [Accessed 19 Feb. 2019].

Silverman, D. (2016). Qualitative research. London: Sage.

Stefano, N., Filho, N., Barichello, R. and Sohn, A. (2015). A Fuzzy SERVQUAL Based Method for Evaluated of Service Quality in the Hotel Industry. Procedia CIRP, 30, pp.433-438.

Tsang, N. and Qu, H. (2000). Service quality in China’s hotel industry: a perspective from tourists and hotel managers. International Journal of Contemporary Hospitality Management, 12(5), pp.316-326.

Wood, L. (2018). The Tourism & Hotel Industry in China – Growth, Trends and Forecasts (2018-2023) – ResearchAndMarkets.com. [online] Businesswire.com. Available at: https://www.businesswire.com/news/home/20180927005827/en/Tourism-Hotel-Industry-China—Growth-Trends [Accessed 19 Feb. 2019].

The post Service Quality in Chinese Hotel Industry appeared first on graduatepaperhelp.

 

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Analysis of the Changing Hotel Industry in China with special reference to Service Quality

Analysis of the Changing Hotel Industry in China with special reference to Service Quality

Table of Contents 1.0 Introduction 1 1.1 Background 1 1.2 Aims and Objectives 2 1.3 Research Questions 2 1.4 Rationale 3 2.0 Literature Review 4 2.1 Background 4 2.2 Hotel Industry 4 2.3 Evolution in the Hotel Industry 5 2.4 Consumer Demands and Expectations 5 2.5 Chinese Hotel Industry 5 2.6 Changes in the Chinese Hotel Industry 6 2.7 Service Quality in Chinese Hotel Industry 6 2.8 Summary 7 3.0 Methodology 7 4.0 Timeline 9 5.0 Research Ethics 10 References 12

I

1.0 Introduction
1.1 Background
With the advent of technology and extensive integration of globalisation, the preferences and demands of the consumers are changing and becoming more specific in nature. There is also a rise in the number of individuals travelling places for business and also leisure. Through the studies conducted by Peng et al. (2014) it is brought forth that the international tourism is on an all-time high with the demand elasticities undergoing major changes. One of the most crucial part of the tourism industry is the hotel and hospitality sector that manages and provides for the travellers and the tourists. The effective and powerful arrangement in the hotel and hospitality industry plays a crucial role in the introduction of customer loyalty towards a brand. In the studies conducted by Kandampully, Zhang, and Jaakkola (2018) it is verified that the customer experience is of prime importance in the hospitality industry, as without customer’s satisfaction there can be no growth or popularity. Hence, it is important to understand what the customers want and identify the ways in which these ever-changing demands can be satisfied.

A special reference to the Chinese hotel industry reveals that the total contribution of travel and tourism to the GDP of the country was 11 percent for the year 2017 (Wood, 2018). The comparative analysis revealed that the GDP of China from the travel and tourism industry stood at a higher rate than that of the world. Thus, a steady and strong growth of the Chinese tourism industry indicates that there is a need for the strong hotel industry that is able enough to handle the domestic as well as international customers. Wood (2018) further highlights that the growing tourism industry has led to the exponential growth of the hotel industry in the nation and the occupancy rates are rising further. There have been growing investments in the merges and the acquisitions, which are in turn expected to augment the growth of the hotel industry of China.

1.2 Aims and Objectives
The overarching aim of this dissertation is to identify the changes that the hotel industry of China is undergoing with a special reference to the quality of service being provided to the consumers.

In order to achieve the same, the study is divided into different objectives as listed below:

· To critically review the literature concerning the evolution of the hotel industry and the importance of service quality

· To identify the changes Chinese hotel industry is undergoing with a special reference to the service quality

· To investigate the expectation of the customers in the changing environment of the industry

· To discuss the implications of customer expectations and parallelly changing policies of the hotel industry while making recommendations for attainting competitive edge in the future

1.3 Research Questions
In order to take the study further and explore the topic, the dissertation aims at answering the following questions:

· What are the causes and the evolutionary changes that the hotel industry is undergoing?

Through the exploration of this question, it would be possible to understand the basis of changes and evolution of the hotel industry. The question would also be helpful in explaining the evolution that the industry has undergone so far.

· How has the hotel industry of China changed over the years and what are the resultant impacts?

The answers obtained with reference to this question would add to the existing knowledge of the Chinese hotel industry. It would be useful to identify and discuss the impact of the changes that the hotel industry has experienced so far.

· What are the expectations of the consumers and how do they effect the hotel industry?

Using the above stated question it would be possible to evaluate the expectations of the consumers while understanding the ways in which these expectations have an impact on the hotel industry, with a special reference to China.

· Does the hotel industry of China integrating changes successfully and what can be done by the Chinese hotel industry to provide better service quality to its customers?

Finally, the analysis of the aspects associated with the outcomes of the changes that the hotel industry of China is undergoing would be inferred. The ways in which further improvements and betterment in the service quality for the customers can be integrated would also be highlighted.

1.4 Rationale
The understanding of the growth of the Chinese tourism industry leads to the conclusion that there is a rise in the occupancy rates, as tourists, both domestic and international, flock the nation. While the nation is able to understand the rising occupancy rates and take them into consideration while adding to the exiting industry platform, it is important to note that the consumer preferences are to be understood. Through the analysis of the type of services that the customers require and their places of origin it would be convenient to understand the quality of service that should be achieved. Therefore, it is believed that this research work will be helpful in gathering enough evidence about the evolution in the Chinese hotel industry that the same can be applied in the analysis of service quality required and provided. The investigation into the expectations of the customers under the competitive environment will reveal the impact of the same on the hotel industry players. Finally, the understanding of the goals set by the hotel industry can be clarified based on the need to enhance service quality standards.

2.0 Literature Review
2.1 Background
A gradual development and growth of the hotel industry has been brought to notice in the past and also in the present, which is destined to continue in the future. The changing economic conditions and the standard of living of individuals has led to the change in the demands of the consumers on their travel trips. Over the years, a shift from the fulfilment of the basic necessities to the demand for luxurious services and high-end quality has come to the notice. The literature review section aims at highlighting the characteristics of the hotel industry with the discussion of the evolution experienced by it. The demands and expectations of the consumers are also discussed followed by the special consideration of the Chinese hotel industry. The changes observed and integrated by China in its hotel industry in context to the changing tourist population and the preferences of the consumers will also be brought forth through the review of existing conclusions drawn by different scholars.

2.2 Hotel Industry
The work by Molina-Azorin et al. (2015) verifies that the hotel industry gains competitive advantage when the quality is managed thoroughly. In their study, Molina-Azorin et al. (2015) combined qualitative and quantitative methods of study wherein 13 managers from a hotel were interviewed and a quantitative study of 355 additional managers was undertaken. The results obtained concluded that an inter-relationship exists between the environmental management and the quality management, which ultimately leads to competitive edge. Further, as established in the work by Law (2019), the increasing number of hotels and also the rising dependence of the individuals on Internet has led to the evolution of hotel websites. These websites are able to successfully attract the users and the consumers by luring them through their gallery section.

2.3 Evolution in the Hotel Industry
The origin of the hotels dates back to the times when the oldest sheltering systems i.e. inns were made somewhere between 6th century BC to 12th century BC (Chaudhary, 2015). The time of industrialisation brought in the advanced hotels that were established with the aim of catering to the needs of the travellers, the number of which saw a rise with the introduction and development of road and air transport. From being available at only the railway stations and airports, the hotel demand increased on the roadsides. The eventual rise in the demand was due to the rising number of travellers and also the higher purchasing power parity of the individuals. As a result of these developments, the demands of the consumers took a shift from simple bed and breakfast lodging to the more luxurious hotels that have the ability to provide big and spacious rooms with extensive food layouts as well as recreational facilities. The growth of the hotel and hospitality industry is still continuing and the 21st century has seen the entry of individual investors in the field through the association with Airbnb.

2.4 Consumer Demands and Expectations
The prominent feature in the development and evolution of the hotel industry is the changing nature of the consumers. The studies carried forth by the authors Langvinienė and Daunoravičiūtė (2015) bring focus to the factors that influence the success of the business models in the hospitality industry. The changing demands of the consumers lead to the introduction of innovative strategies that can help in enhancing the overall service quality of the hotel industry.

2.5 Chinese Hotel Industry
The conclusions drawn in the studies conducted by Lee, Oh, and Hsu (2017) brought forth the understanding that the image of the brand changes with the country of its operations and ultimately affects the customer perception about it. Thus, the hotels in China are seen as good or bad by the consumers based on the image that they have been able to establish among the consumers.

2.6 Changes in the Chinese Hotel Industry
The results obtained by Dogru (2016) proposed that that development of the hotel industry in China has been possible through the different events and challenges. The author brings forth the role played by the mega-events like Beijing Olympic Games of 2008, World Expo 2010 Shanghai, and the Asian Games of 2010 held in Guangzhou in the development of the hotel industry in China (Dogru, 2016). It is therefore concluded that the hotel industry undergoes change and evolution when it accepts tourists from different regions of the world.

2.7 Service Quality in Chinese Hotel Industry
One of the biggest aspects of good service quality is the loyalty of the customers that can be achieved by any service provider. In their work, Kandampully, Zhang, and Bilgihan (2015) highlighted that the hotel and hospitality industry is undergoing a vigorous change and it is only through the loyalty among consumers that the connections can be built for a lifetime. The customer engagement and mass personalisation can turn out to be the promising factors for the industry players.

In the studies conducted by Tsang and Qu (2000), it was brought forth that the service quality of the Chinese hotels cannot be understood in an appropriate manner, as there is limited understanding about the differences in the outlook of the hotel staff and that of the consumers. The study carried forth by the authors focused on the differences in the perceptions of the hotel managers with respect to the expectations of the consumers and the actual expectations of the consumers (Tsang and Qu, 2000). It has been found that the services provided to the tourists in the hotels in China fall lower than their expectations.

Stefano, Filho, and Sohn (2015) have focused on the evaluation of the service quality in the industry through the inclusion of SERVQUAL. According to the authors, the quality of the product or the service has a direct impact on its performance and ultimately on customer satisfaction. The satisfaction of the customers is the prime factor that affects their purchase decision of the product and the service in question.

2.8 Summary
Through the literature reviewed it is easy to identify the basis of evolution of the hotel industry. It can be seen that with the changes in the living standards and the increase in the travel plans of the population, the lodging facilities underwent a change. It is understood that the key elements inclusive of globalisation, industrialisation, and Internet acceptance led to the change in the hotel industry. The demands and expectations of the consumers are changing rapidly because of which the hotel industry is also undergoing rapid change. It can also be summarised that the inclusion of the different perceptions and aligning them with the expectations plays a crucial role in the success of the hotel industry and also any other brand.

3.0 Methodology
The process of conducting the research and taking it forward is to be guided through the different stages. Therefore, in order to conduct the research in a defined manner the right process and method needs to be integrated. Research can be conducted using qualitative or quantitative data from the application of primary data collection or the secondary data collection. The application of secondary data collection is beneficial in understanding the existing knowledge on the subject whilst the primary data collection allows the researcher to gain hands-on experience and insights on the subject. Brannen (2003) confirmed through his research that the process of applying mixed methods for the research help in generating better results through the analysis of existing knowledge and targeting the gaps in the same. The integration of qualitative or quantitative data is based on the availability and accessibility of the research material.

In the qualitative research process, unstructured data is collected, which is later used to draw subjective conclusions. The same can be obtained with the help of structured interviews, focus groups, and observations. The studies carried forth by Silverman (2016) reveal that the process of qualitative research is based on the subjective approach with only a rough understanding about the related variables. On the other hand, for the quantitative research, structured data along with the statistical analysis is taken into consideration with the help of experimentation and surveys. In the work by Marshall and Rossman (2016) it is indicated that the application of quantitative studies present an objective approach with the variables clearly defined and understood much in advance. The undertaken dissertation incorporates and follows the qualitative data collection method using the structured interviews that can be conducted over telephone or via email exchange, and also a survey questionnaire for the primary research.

In order to maintain the research process and its validity, the understanding of the sample to be targeted for the study is essential. In the studies conducted by Morgan (2013) it is verified that the selection of right sample and identification of the right size of the sample is essential. It is therefore proposed that for this research work, a sample of the people who have travelled to China and any other at least one destination would be selected. As many as 100 tourists are to be targeted to attain a valid and acceptable result from the outcome of the study. Additionally, a minimum of two hotel managers from the Chinese hotel industry are to be interviewed for the understanding of the changes based on the consumer demands and expectations. The purpose of engaging the tourists as well as the hotel staff is to understand the differences in the perception of the two different entities.

4.0 Timeline
The timeline of the project is presented in the form of a Gantt Chart that allows the readers and the researcher to keep the different steps of the dissertation flow in sync. The preparation of Gantt Chart is also essential, as it allows the researcher to better understand and align the different parts of the work completion process.

Week 1 & 2

Week 3 & 4

Week 5 to 8

Week 8 & 9

Week 10 to 12

Week 13 & 14

Week 15 & 16

Topic Selection

Research Objectives & Questions

Gathering data through Literature Review

Interviews and Survey

Analysis of findings

Conclusion & Recommendations

Finalisation & Proof-reading

It can be seen in the Gantt Chart that the collection of data from the existing literature will be the lengthiest part of the work. The collection of primary data from the survey and also the conduct of interviews will also take only certain amount of time. Another important part of the research process that will be time consuming is the analysis and evaluation of the collected data and then its organisation for the attainment of a conclusion supported by the recommendations. Thus, analysis of the findings will take quite a lot of time in the overall process.

5.0 Research Ethics
The most crucial element of the research work is the ethical standards and practices that are to be followed in the process. The report published by Resnik (2015) highlighted that the moral or ethics help the researcher in identifying wrong from right. It is important to understand and adapt things based on their acceptability and validity. The research work requires absolute clarifications when human subjects become participants. It is essential to maintain their integrity and confidentiality throughout the research work. Therefore, in the undertaken research work it is aimed that the participants will be clearly updated about the study along with the provision of clarifications of the study that is being conducted. The maintenance of the confidentiality of the personal details of the participants is also to be taken into consideration. The research also consists of the ethical aspect of destroying the personal opinions of the participants once the study has been completed successfully. There would be no commercial utilisation of the information and feedback provided by the participants.

While ethical perspectives majorly comprise of the primary data collection and responsible use of the information obtained thereof, it is also important that the literature reviewed is given its due reference. The work of other authors that has been used as a reference for the dissertation is to be reference properly. Honesty should be maintained throughout the dissertation process. The original works should not be used without adequate referencing and plagiarism should be avoided at all costs. Thus, for this work, the authors of whose work is used as a reference will be cites within the text as well as a detailed bibliography would be produced. Moreover, keeping the respect for intellectual property rights is important. Thus, patents and copyrights along with all other forms of intellectual property will be honoured. The strive to avoid strong bias towards any factor or aspect will be maintained and carefulness will be integrated to avoid errors and negligence.

References
Brannen, J. (2003). Mixing methods. Aldershot, Hants, England: Ashgate.

Chaudhary, A. (2015). Evolution of hotel industry. [online] Infoanil.blogspot.com. Available at: http://infoanil.blogspot.com/2015/12/evolution-of-hotel-industry.html [Accessed 19 Feb. 2019].

Dogru, T. (2016). EBSCOhost | 116178092 | Development of the Hotel Industry in China: Mega-Events, Opportunities, and Challenges.. [online] Web.b.ebscohost.com. Available at: https://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=19415842&AN=116178092&h=ba08pH92oYGDEgROIVX3%2f21hMXrZw1f3Ay2RrKIwhCT0Oj%2fRXSbo33bNT5FslkZieIKdXT%2b8NBO2Sh5frrLpVQ%3d%3d&crl=c&resultNs=AdminWebAuth&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26profile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d19415842%26AN%3d116178092 [Accessed 19 Feb. 2019].

Kandampully, J., Zhang, T. and Bilgihan, A. (2015). Customer loyalty: a review and future directions with a special focus on the hospitality industry. International Journal of Contemporary Hospitality Management, 27(3), pp.379-414.

Kandampully, J., Zhang, T. and Jaakkola, E. (2018). Customer experience management in hospitality. International Journal of Contemporary Hospitality Management, 30(1), pp.21-56.

Langvinienė, N. and Daunoravičiūtė, I. (2015). Factors Influencing the Success of Business Model in the Hospitality Service Industry. Procedia – Social and Behavioral Sciences, 213, pp.902-910.

Law, R. (2019). Evaluation of hotel websites: Progress and future developments (invited paper for ‘luminaries’ special issue of International Journal of Hospitality Management). International Journal of Hospitality Management, 76, pp.2-9.

Lee, S., Oh, H. and Hsu, C. (2017). Country-of-operation and brand images: evidence from the Chinese hotel industry. International Journal of Contemporary Hospitality Management, 29(7), pp.1814-1833.

Marshall, C. and Rossman, G. (2016). Designing qualitative research. Los Angeles: Sage.

Metcalf, J. and Crawford, K. (2016). Where are human subjects in Big Data research? The emerging ethics divide. Big Data & Society, 3(1), p.205395171665021.

Molina-Azorín, J., Tarí, J., Pereira-Moliner, J., López-Gamero, M. and Pertusa-Ortega, E. (2015). The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry. Tourism Management, 50, pp.41-54.

Morgan, D. (2013). Integrating qualitative and quantitative methods. Thousand Oaks, California: SAGE Publications, Inc.

Peng, B., Song, H., Crouch, G. and Witt, S. (2014). A Meta-Analysis of International Tourism Demand Elasticities. Journal of Travel Research, 54(5), pp.611-633.

Resnik, D. (2015). What is Ethics in Research & Why is it Important?. [online] National Institute of Environmental Health Sciences. Available at: https://www.niehs.nih.gov/research/resources/bioethics/whatis/index.cfm [Accessed 19 Feb. 2019].

Silverman, D. (2016). Qualitative research. London: Sage.

Stefano, N., Filho, N., Barichello, R. and Sohn, A. (2015). A Fuzzy SERVQUAL Based Method for Evaluated of Service Quality in the Hotel Industry. Procedia CIRP, 30, pp.433-438.

Tsang, N. and Qu, H. (2000). Service quality in China’s hotel industry: a perspective from tourists and hotel managers. International Journal of Contemporary Hospitality Management, 12(5), pp.316-326.

Wood, L. (2018). The Tourism & Hotel Industry in China – Growth, Trends and Forecasts (2018-2023) – ResearchAndMarkets.com. [online] Businesswire.com. Available at: https://www.businesswire.com/news/home/20180927005827/en/Tourism-Hotel-Industry-China—Growth-Trends [Accessed 19 Feb. 2019].

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Information Governance

Information Governance

What do we mean when we say Cybersecurity?

What is Cybersecurity threat?

Why we need to implement methods and procedures to protect our personal information from Cyber-attacks?

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Sex Differences and Factor Analytic Results for the Values Measure Male Female

Sex Differences and Factor Analytic Results for the Values Measure Male Female

The dark side of career preference: dark side traits, motives, and values Adrian Furnham1,3, Gillian Hyde2, Geoff Trickey2

1Department of Clinical, Educational, and Health Psychology, University College London 2PCL Tunbridge-Wells 3BI Norwegian Business School

Correspondence concerning this article should be addressed to Adrian Furnham, Department of Clinical, Educational, and Health Psychology, University College London, London WC1H 0AP, UK. E-mail: ucjtsaf@ucl.ac.uk

doi: 10.1111/jasp.12205

Abstract

Over 2000 people completed two validated questionnaires: one measuring “dark side” personality traits and the other a measure of values and preferences that indi- cates the type of work that an individual would like to do and is best suited for. Dark side variables (and demographics) accounted for between 11% (science) and 46% (affiliation) variance in specific vocation related values. Factor analysis suggested three overall value/vocation factors (enterprising, traditional, and social) and three dark side variables (moving against, away from, and toward others). The three dark side factors predicted around a third of the variance in favoring enterprising and social occupations. Implications for vocational guidance and limitations of the study are considered.

Introduction

Vocational psychology is concerned with understanding how, when, and why people with a unique set of abilities, prefer- ences, and values enjoy, thrive in, and become particularly productive in specific work environments. It is about maxim- izing person–job fit.

There is an extensive literature on the association between “normal” bright side personality traits and occupational values and preferences. However, this article is concerned with the relationship between dark side traits and occupa- tional values and preferences. While there is an emerging lit- erature on the relationship between dark side traits and leadership derailment (Furnham, 2010; Hogan, 2006), there are numerous studies that show the potential benefits of dark side traits in various work situations (Furnham & Trickey, 2011; Furnham, Hyde, and Trickey, 2012a,b; Race, Hyde, & Furnham, 2012). The rationale of this study was to examine the relationship between dark side traits and occupational value preferences to understand how, why, and when dark side traits may prove, at least initially, beneficial in certain work situations.

There are many taxonomies of value systems in the area of personality and vocational psychology that are used to help make decisions on vocational choice and change. The one theory of vocational preferences that has attracted most attention is Holland’s theory of vocational choice (Holland,

1966, 1973, 1985). It remains one of the most fecund and researched theories in vocational psychology (Furnham, 2001). It has also served to inspire other instruments such as the one used in this study. Further, because of the long- standing use of this measure, it has been correlated with measures of the (bright side) Big Five personality traits. Inevi- tably, there have been various attempts to examine the rela- tionship between personality measures and values mainly using the Holland measure (De Fruyt & Mervielde, 1997; Furnham, 1994; Goh & Leong, 1993; Schinka, Dye & Curtiss, 1997; Tokar & Swanson, 1995).

This study will use the Hogan and Hogan (1997) Motives, Values, Preferences Inventory (MVPI), which is a modern, psychometrically valid measure with impressive adult norms. It is based on Holland’s work and ideas (Hogan & Blake, 1999). It has been used in a number of studies on leadership efficacy, and fit (Goiberson, Resick, & Dickson, 2005; Thomas, Dickson, & Bliese, 2001).

The MVPI has ten dimensions of motives, values, and preferences (see Table 1). These were arrived at by a content analysis of the literature including the taxonomies of five authors working in the area (Hogan & Hogan, 1997, p. 11). A principal component analysis yielded four factors relating to Holland’s enterprising, social, conventional, and investiga- tive types. Concurrent validity with various other measures is reported in the manual. Correlations with the Myers Briggs Type Indicator (Myers & McCaulley, 1985) showed

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Journal of Applied Social Psychology 2014, 44, pp. 106–114

© 2014 Wiley Periodicals, Inc. Journal of Applied Social Psychology 2014, 44, pp. 106–114

the affiliation scale a good marker (i.e., consistent high corre- late) for extraversion-introversion, esthetics and security for sensing-intuition; altruism for thinking-feeling and security and tradition for judging-perception. They also reported correlations with the 7-factor Hogan Personality Inventory (Hogan & Hogan, 1995). Many correlations were significant and nine showed moderate-strong relationships of r > .30 (N = 2,692). They showed adjustment (neuroticism) nega- tively related to hedonism; ambition positively correlated with affiliation; sociability with both affiliation and recog- nition; likeability (interpersonal sensitivity) with affiliation; prudence positively with security and tradition, but nega- tively with hedonism; intellectance (inquisitive) with aes- thetic, and school success (learning approach) with no values (r > .20). This study looks at dark side correlates of these values.

Dark side measures

There are various self-report dark side measures. (Kaye & Shea, 2000; Widiger & Coker, 2001). This study used the Hogan “dark side” measure now extensively used in

organizational research and practice to measure these traits in the“normal population”(Hogan & Hogan, 1997). Its aim was partly to help selectors and individuals themselves diagnose how they typically react under work stress and therefore help prevent derailment.

If a person’s dark side profile does not fit well with their organization (i.e., someone highly reserved in an affiliative job, or mischievous on a job where security and tradition are important) it is quite likely the lack of fit would encourage their dark side traits to manifest themselves and to lead to lower effectiveness and satisfaction. Thus it is suggested that where correlations are positive between a dark side trait and an occupational preference or value the trait is unlikely to cause the individual problems and may even facilitate perfor- mance up to a point. However, if the correlation is negative, the dark side trait would lead to stress, which would deleteri- ously affect performance over time.

The Hogan development survey (HDS) focuses only on the core construct of the 11 dark side traits from a dimensional perspective (Hogan & Hogan, 2001, p. 41).An overview of the item selection guidelines can be found in Hogan and Hogan (2001). The HDS has been cross-validated with the MMPI

Table 1 Sex Differences and Factor Analytic Results for the Values Measure

Male Female

F value η Factor analysisX SD X SD

Recognition Desire to be known, seen, visible and famous, dreams of fame, high achievement.

40.24 7.56 39.51 7.37 7.76** 004 .53

Power Desire to succeed, make things happen, outperform the competition.

47.14 6.87 43.95 7.35 96.23*** 046 .77

Hedonistic Pursuit of fun, excitement, pleasure e.g., eating, drinking and entertainment.

40.49 6.61 42.08 6.73 14.46*** 007 .77

Altruistic Desire to help others, a concern for the welfare of less fortunate, public service.

45.84 7.07 48.30 6.18 71.31*** 034 .82

Affiliation Needing and enjoying frequent and varied social contact and a social lifestyle.

49.23 5.59 50.03 5.40 8.11** 004 .76

Tradition A belief in and dedication to old-fashioned virtues: family, church, thrift, hard work.

42.72 5.86 42.70 5.47 0.34 000 .78

Security A need for predictability, structure and efforts to avoid risk and uncertainty and a lifestyle minimizing errors and mistakes.

36.68 7.80 37.17 7.54 1.68 000 −.73

Commerce Interest in earning money, realizing profits, finding new business opportunities, investments and financial planning.

44.37 6.69 41.39 6.71 98.00*** 046 .78

Esthetics Need for self-expression, a dedication to quality and excellence, an interest in how things look, feel and sound.

33.14 7.68 34.17 7.92 19.83*** 008 .69

Science Being interested in science, comfortable with technology, preferring data based—as opposed to intuitive decisions, and spending time learning how things work.

41.03 8.04 36.68 8.13 133.71*** 062 .65

Eigenvalue 1.98 1.71 1.69 Variance % 19.8 17.1 16.9

***p < .001. **p < .01. *p < .05. SD, standard deviation.

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© 2014 Wiley Periodicals, Inc. Journal of Applied Social Psychology 2014, 44, pp. 106–114

personality disorder scales. Correlations (n = 140) range from .45 for antisocial to .67 for borderline (Hogan & Hogan, 2001). Fico, Hogan, and Hogan (2000) report coefficient alphas between .50 and .70 with an average of .64 and test– retest reliabilities (n = 60) over a 3-month interval ranging from .50 to .80, with an average of .68. There were no mean- level differences between sexes, racial/ethnic groups, or younger versus older persons (Hogan & Hogan, 2001).

Various relatively small-scale studies have used the HDS and have shown it to be a robust and reliable instrument (De Fruyt et al., 2009; Furnham, 2006; Furnham & Crump, 2005; Rolland & De Fruyt, 2003; Khoo & Burch, 2008). Studies have attempted to explore the factor structure of the HDS. With a very large sample Furnham and Trickey (2011) subjected the 11 dark side traits to a varimax-rotated factor analysis. Three factors emerged similar to those reported in the Hogan manual (p. 1), and Furnham, Petrides, Isaousis, Pappas, and Garrod (2005).

The dark side of vocational preferences

Various writers have noted the potential benefits of high scores on dark side traits (Judge & LePine, 2009; Petrides, Vernon, Schermer, & Veselka, 2011) demonstrating that socially undesirable traits can in some (work) situations have positive implications. Harms, Spain, and Hannah (2011) demonstrated this in a longitudinal study of dark side traits in military cadets over a 3-year period. Zibarras, Port, and Woods (2008) found innovative characteristics in managers related to “moving against people” traits like narcissism and antisocial behavior.

This study explores the idea that dark side traits are logi- cally related to vocational values; that is, people with par- ticular dispositions seek out vocational settings that fulfill various drives. Furnham, Hyde, and Trickey (2012b) found that certain dark side traits were positively associated with work success (i.e., mischievousness with stress tolerance and sales potential; boldness with clerical potential). Similarly Race et al. (2012) showed that certain dark side traits are associated with promotion at work (i.e., diligent, dutiful).

Furnham et al. (2012a) showed that people who had elected to work in the public sector differed on nine of the 11 dark side traits. They also showed that successful people who worked in different occupations (insurance, finance, emer- gency services) had different dark side profiles. This suggests that to a degree, dark side traits may be thought of as adapt- able and useful in particular occupations. Hence, it seems logical that people with particular dark side profiles are attracted to, and may well succeed in, different occupations.

Hogan and Hogan (1997), in a small pilot study explored the relationship between the MVPI and the HDS. They showed 13 of the correlations (110 in all) had moderate to

strong correlations of r > .40 (N = 145). Considered as markers of the dark traits the following were found: affiliation (negative) for reserved, excitable, and cautious; recogni- tion for imaginative; affiliation, power, and recognition for colorful; commercial, power, and recognition for bold; secu- rity for diligent and power, and recognition for mischievous. That was a small-scale study on a restricted population: this study has a more representative sample over ten times the size. Furthermore it considers demographic differences (sex and age) and their impact on values as well as controlling for social desirability. First, previous studies have indicated sex differences in both values and dark side traits (Hogan & Hogan, 1997, 1999). It was predicted that women would score higher than men on the values of altruism, affiliation, and esthetics, but lower on power, commerce, and science. Women would score lower on the dark side traits of bold and mischievous, but higher on excitable and cautious.

Second, various predictions were made on the basis of the recent articles on dark side correlates of work success (Furnham et al. 2012a,b; Race et al., 2012). They were that the trait bold (associated with vanity and narcissism) would be positively associated with values of recognition, power, and commerce; trait mischievous (associated with risk- taking) with values hedonism and security (negatively); trait imaginative (associated with creativity) with value esthetics; and trait diligence and dutifulness (associated with reliabil- ity, rule following, and conscientiousness) with the value security.

Method

Participants

There were 2,022 participants of which 1,271 were male. Their ages ranged from 21 to 67 years with a median of 43 years and a mean of 41.71 years. They were 89.5% native white Britons. They were tested over a 10-year period as part of an assessment centre. They were all at managerial level in a large, mostly multinational organization in both the public and private sector.

Tests used

Dark side traits

HDS (Hogan & Hogan, 1997) has 154 items, score for 11 scales, each grouping 14 items. Respondents are requested to “agree” or “disagree” with the items. The HDS has been cross- validated with the MMPI personality disorder scales. It has considerable evidence of satisfactory reliability and validity (Fico et al., 2000; Hogan & Hogan, 1999, 2001). The test has been used in many recent studies (Harms et al., 2011; Khoo & Burch, 2008).

108 The pathology of career preference

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Value preferences

The MVPI (Hogan & Hogan, 1999) measures ten motives/ preferences. According to the manual personal values impact on careers in four ways: they act as key drivers (they determine aspirations, attainment hopes, symbolic strivings); they determine organizational culture fit (where the values of senior management match the individuals); they determine the individual’s leadership style and the culture they create; and reveal unconscious biases as they influence many decisions.

Each scale is composed of five themes: (a) lifestyles, which concern the manner in which a person would like to live; (b) beliefs, which involve “shoulds”, ideals, and ultimate life goals; (c) occupational preferences, which include the work an individual would like to do, what constitutes a good job, and preferred work materials; (d) aversions, which reflect attitudes and behaviors that are either disliked or dis- tressing; and (e) preferred associates, which include the kind of persons desired as coworkers and friends. The initial norms for the inventory were based on the responses of 10,000 employed adults from a variety of industries includ- ing health care, banking and finance, food service, construc- tion and transportation. More than 200,000 people have completed the MVPI over the past 10 years and it continues to be used as the primary tool for assessing values in hun- dreds of organizations throughout the world. MVPI scores are quite stable over time, with test–retest reliabilities ranging between .64 and .88 (M = .79). More than 100 vali- dation studies have been conducted on the MVPI with results indicating that the inventory is effective in predicting job performance and outcome variables such as turnover (Hogan Assessment Systems, Tulsa, OK; Thomas et al., 2001).

Procedure

Participants were tested by a British-based psychological con- sultancy over a 10-year period. Most of the participants were given personal feedback on their scores. They were nearly all employed as middle to senior managers in British companies. They took this test as part of an assessment exercise, run either by an external psychological consultancy or by their internal human resources function. Inevitably, this could have affected their results because of issues such as impres- sion management and general dissimulation.

Results

Table 1 one shows both sex differences in the rated values as well as the varimax-rotated factor analysis. Eight of the ten values showed significant sex differences: men scored higher than women on recognition, power, commerce, and science, while women scored higher than men on hedonistic, altruis- tic, affiliation and esthetics. This confirms the first hypoth- esis. The orthogonally rotated factor analytic results showed three factors: the first was described as enterprising, the second tradition, and the third social. Results from other studies that have factor analyzed the MVPI show similar results.

Table 2 shows both the sex differences for each of the 11 dark side variables as well as the factor analytic results. Seven showed significant differences: men scored higher on reserved, bold, mischievous, and colorful, while women scored higher on excitable, cautious, and dutiful. Again, this confirms hypothesis one The orthogonally rotated factor analytic results showed three factors: the first was described as moving against people, the second moving away from people, and the third as moving toward people. Results from other

Table 2 Sex Differences and Factor Analysis of the 11 Scale HDS Test

Male Female

F level η

Factors

X SD X SD 1 2 3

Excitable: enthusiastic, lacking persistence 3.17 2.74 3.48 2.92 4.26* 002 .75 Skeptical: socially insightful, but cynical 4.68 2.44 4.63 2.45 1.04 001 .66 Cautious: worried about criticism, change averse 3.26 2.62 4.26 2.77 54.76* 026 .65 Reserved: poor communicator, low awareness 4.39 2.23 3.70 1.91 50.34* 0.24 .68 Leisurely: stubborn, uncooperative, procrastinator 5.13 2.33 5.11 2.35 0.53 000 .60 Bold: inflated view of competence and worth 7.46 2.73 6.79 2.77 28.99* 014 .78 Mischievous :charming, risk-taking, excitement 7.13 2.60 6.45 2.42 35.72* 0.17 .72 Colorful: dramatic, engaging, attention seeker 7.94 3.06 7.46 3.50 8.86** 004 .72 Imaginative: creative and eccentric 5.86 2.45 5.43 2.39 2.52 001 .67 Diligent: conscientious, perfectionistic 9.11 2.69 9.30 2.53 1.17 001 .74 Dutiful: eager to please 7.29 2.18 7.96 2.35 25.87*** 013 .72 Eigenvalue 2.64 2.36 1.41 Variance % 23.9 21.4 12.1

***p < .001. **p < .01. *p < .05. SD, standard deviation.

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studies that have factor analyzed the HDS show similar results.

Table 3 shows the results of the regression with the ten values as the criterion variables and sex, age, social desirabil- ity, and the 11 dark side variables. Sex, age, and social desir- ability were entered first, then the ten variables. The table shows the variance (in brackets) accounted in the first step as well as the total variance accounted for in the final step. It is a matter of debate as to whether social desirability is measuring a style variable (impression management) or is, in and of itself a substantial trait (Furnham, 1986). From the perspective of the HDS measure it is usually considered a response style measure. Thus it was placed in the first block in the regressions, and treated as a possible measure of dissimulation.

All the regressions were significant: sex, age, and social desirability accounted for relatively little of the variance (six with equal or less than 5%). In four of the regressions the total variance accounted for was over 40%. All of the relationships in hypothesis two were confirmed.

Five of the dark side traits predicted an interest in jobs that provided recognition: bold, colorful, excitable, reserved, and dutiful. In regards to power, males scored higher than females. In addition, power was particularly favoured by those who scored high in bold, mischievous, colorful, and diligent. Those who valued hedonism tended to be female, and those who were mischievous and leisurely, but low reserved. Those who scored high on altruism tended to be female, ima- ginative, and dutiful, but not at all reserved and cautious. Thereweretwodarksidetraits thatverysignificantlypredicted affiliation: those very low on reserved, but high on colorful.

The demographic and dark side variables did not account for much of the variance in the value tradition: cautious people, low on mischievous rated this highly. In all, six dark side traits predicted the value of security: high in diligent, dutiful, bold, and skeptical but low on mischievous and imaginative. Those who valued commerce tended to be men with high scores on skeptical, bold, and diligent. Overall, the demographic and dark side variables were not strongly related to the value esthetics, which showed women and those who scored high on imaginative scored highest.

Table 4 repeats the regressions shown earlier, but this time using the three higher-order factors as the criterion scores namely an interest in enterprising, traditional, and social occupations. The first regression on enterprising values/ activities was highly significant accounting for 42% of the variance. It showed younger males were more likely to share these values. Further those who endorsed the enterprising values tended to score highly on five dark side traits: bold, diligent, colorful, skeptical and mischievous. The second regression on traditional values/activities was significant, but accounted for only 15% of the variance.Younger females were more likely to prefer these value/vocations, although there Ta

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110 The pathology of career preference

© 2014 Wiley Periodicals, Inc. Journal of Applied Social Psychology 2014, 44, pp. 106–114

was also evidence that social desirability was associated with these values. Four of the significant dark side traits were negatively associated with these traditional values: those low on excitable, skeptical, reserved, and mischievous endorsed those values. The two strongest positive dark side traits associated with traditional occupations were cautious and imaginative.

The third regression on social values/activities was highly significant and the accounted for over 40% of the variance.

Younger women with high mischievous, but low reserved and diligent scores preferred these occupations/activities.

Table 5 shows the results of the regression with the higher- order factors from both scales being both dependent and independent variables. The results show that three factors are associated with a preference for enterprising environments: being male and having high moving against and moderate moving toward traits. On the other hand, those who favored more traditional settings and values were likely to be women

with low moving away from and higher moving toward figures. Finally, those favoring more social settings were likely to be women and high on moving against, but low on moving away and toward others.

Discussion

The study replicated known sex difference findings in values and dark side traits. While these differences were not large from a statistical point of view (see η’s in Tables 1 and 2) the differences are well known and explicable in terms of socio- biological and socialization theories. Further the results of the factor analyses of both measures in this study replicated pre- vious analyses of a similar sort and were clearly explicable.

The results shown in Table 3 showed that for some values like affiliation and esthetics only a few dark side traits pre- dicted these preferences whereas for other values like power and hedonism many dark side traits were involved. Some of

Table 4 Regression onto the Three Enterprising Value Factors

Enterprising Traditional Social

β t β t β t

Age −04 2.55** 05 2.26* −06 3.67* Gender −20 11.43* 07 3.09* 11 6.25* Social desirability 00 0.45 13 5.96*** −02 1.24

Excitable −01 0.51 −10 4.08* 05 2.38 Skeptical 12 5.75* −08 3.20* −07 3.42* Cautious 01 0.44 13 4.51* 03 1.15 Reserved −01 0.62 −22 9.19* −25 12.56* Leisurely 04 2.31* 03 1.31 05 2.71** Bold 35 16.17* 07 2.61 01 0.55 Mischievous 10 4.83* −16 6.22* 27 12.68* Colorful 18 8.11* 05 1.74 17 7.26* Imaginative 00 0.23 16 6.76* 18 9.04* Diligent 19 10.14* 08 3.60** −21 11.47* Dutiful 02 1.09 06 2.46 −02 0.93

F(14,2158) = 112.13* 27.51* 107.46*** Adj R2 .42 .15 .41

***p < .001. **p < .01. *p < .05. Bold indicates the most significant findings.

Table 5 Regression of Three Social Value Factors onto the Dark side Factors

Enterprising Tradition Social

β t β t β t

Age −04 2.44** 06 2.95** −07 3.73* Gender −21 12.05* 12 5.82* 16 9.09* Social desirability 02 1.19 11 4.74* −04 2.28* Moving against 54 29.18* 06 2.71** 48 25.43* Moving away 08 4.55* −15 6.89* −11 5.76* Moving toward 20 10.98* 19 8.82* −17 8.61** F(6, 2166) = 201.81* 31.61* 168.67*** Adj R2 .36 .08 .32

***p < .001. **p < .01. *p < .05. Bold indicates the most significant findings.

Furnham et al. 111

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the dark side traits loaded very highly of specific values like bold on power (β = .35), reserved on affiliation (β = −.51), mischievous on security (β = −.31), and imaginative on esthetics (β = .31) indicating strong preferences, which make sense.

Possible type II errors were avoided by doing the analysis showed in Tables 4 and 5. The analysis shown in Table 4 shows how the dark side traits predict an interest in three work areas/job types. Indeed, with the demographic factors they account for over 40% of the variance.

The regression for enterprising is perhaps the most inter- esting. There is an extensive literature on entrepreneurism and in particular the personality traits of entrepreneurs (Brandstatter, 2011) as well as the ideal fit between person– environment fit for entrepreneurs (Dvir, Sadeh, & Malach-Pines, 2010: Markman & Baron, 2003). The vast majority of would-be entrepreneurs fail and there have been speculations on the possible cause of failure (Furnham, 2008). There have however been very few studies on dark side trait correlates of interest in enterprising/entrepreneurial jobs. This study showed that those most attracted to enter- prising entrepreneurial jobs were bold, diligent, colorful, skeptical, and mischievous, which sums out the usual view of the self-confident, hardworking, attention-seeking, tough, and risk-taking entrepreneur. Those attracted to more social and artistic jobs were also mischievous and colorful, but very low on reserved and diligence. Again, this reflects the data on creative people. (Furnham, 2008).

This study showed an interesting pattern. First, that younger men are attracted to these jobs possibly because of the energy and the risk involved. The three dark side traits most predictive of an interest in enterprising job are bold (inflated view of competency and self worth), diligent (meticulous, picky, and critical), and colorful (preoccupied with being noticed, lacking in sustained force). The manual suggests that those with high scores on these three traits have potentially negative work behaviors: bold (feedback resistant, demanding overbearing; weak team player; sense of entitlement); diligent (micro-management, slow decision making; stubborn when under pressure); and colorful (management by crisis, easily distracted, poor listening skills). Those high on skeptical (argumentative, critical, defensive) and mischievous (rule breaking, pushing the limits, ignores commitments) are also attracted to enterpris- ing jobs. Studies of successful and unsuccessful entrepre- neurs indeed confirm these findings (Markman & Baron, 2003). These results suggest two things: first, that the profile of the dark side of the budding entrepreneur attracted to enterprising jobs is known, and that second, being very high on a number of these dimensions may be a major contribu- tion to the failure and derailment of so many hopeful entrepreneurs. That is, while these dark side characteristics provide the impetus for the entrepreneur to go it alone,

having high scores on these traits can also result in poten- tially negative work behaviors.

The results for those attracted to social jobs were similar yet in many instances quite different from those expressing enterprising values. Those advocating social jobs tend to be young and female. They tend to be mischievous and bold (like the enterprising), but they are low on diligent and reserved and high on imaginative. This may indeed make them somewhat unreliable and eccentric, unconventional, but very communicative. In this sense, they may enjoy and thrive in some jobs, but not others that are in fact very similar (i.e., a restaurant waiter/waitress vs. cabin crew). Clearly social jobs can be very different and in some elevated dark side scores maybe not at all a handicap. Thus being high on imaginative and colorful may help people a great deal in a creative agency.

In both analyses shown in Tables 4 and 5, the demo- graphic and dark side traits were not strongly related to traditional jobs or those reflecting the two values of altruism and tradition. This is not surprising as dark traits are often associated with disturbed work patterns and prob- lems in the work place. Those who moved toward and not away from others favored jobs with old-fashioned virtues of service to others. They tended to be very low on mischievious as well as reserved which suggested the inter- personal nature of those jobs.

The dark side traits measure how people are likely to behave under pressure. The manual suggests that people with very high scores may pose a risk to themselves and their organization. There is accumulating evidence that they predict management derailment (Furnham, 2007, 2008). They also echo the Eysenckian idea that extremes of nor- mality are linked to abnormality. In this sense there may well be a curvilinear relationship between the dark side measures and success in specific work settings.

While it is not usual to use the HDS (or any other dark side measure) in vocational guidance and counseling it is self- evident why it may be of considerable benefit. Indeed, it may be prophylactically useful to counsel people about some unhelpful reactions they are likely to experience in a particu- lar work setting and what to do about them. Currently the HDS seems more used by coaches and counselors to help identify people experiencing problems at work that those who are attempting to give people advice as to what sort of job suits their temperament. The latter may benefit from assess- ing dark side traits, but also using these data to warn people about how their profile might lead to specific problems in the workplace.

Like all others, this study had limitations. While it was a large sample of working adults it would have been desirable to have more data on the current job and work history of the participants. It would be particularly interesting to know about their current level as well as their job

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satisfaction and productivity. Further, given the work of Furnham et al. (2012b) it would be very interesting to know if they were working in the public or private sector. Second, the study was restricted to self-report for both measures. It

is always desirable to use multiple methods to overcome well-established problems of method invariance. Further, there is also the problem of dissimulation which has been discussed.

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Personality and Social Psychology

Personality and Social Psychology

The higher you climb: Dark side personality and job level

OLUF GØTZSCHE-ASTRUP,1 JOAN JAKOBSEN2 and ADRIAN FURNHAM1,3

1University College London, London, UK 2A&D Resources, Copenhagen, Denmark 3Norwegian Business School, Oslo, Norway

Gøtzsche-Astrup, O., Jakobsen, J. & Furnham, A. (2016). The higher you climb: Dark side personality and job level. Scandinavian Journal of Psychology, 57, 535–541.

The purpose of this study was to explore the idea that there are dark side personality differences in the profiles of people at different levels in organizations. This study replicates and extends existing leadership research by focusing on self-defeating behavioral tendencies. A Danish consultancy provided data on 264 adults based on assessment reports. This paper explored linear and quadratic relationships between personality and de facto job level. More senior managers scored high on Cluster B/Moving Against Others scales of Bold, Colorful and Imaginative, and low on Cautious and Dutiful. These Danish data are compared to data from Great Britain and New Zealand which show very similar findings. Practice should take into account that dark side personality traits associated with an assertive, sometimes hostile, interpersonal orientation, predict leadership level up to a point.

Key words: Dark side, personality disorders, managerial level.

Oluf Gøtzshce-Astrup, Research Department of Clinical, Educational and Health Psychology, University College London, 26 Bedford Way, London, WC1H0A. E-mail: oluf.gotzsche-astrup.14@ucl.ac.uk

INTRODUCTION

This study looks at dark-side personality trait differences between people at different organizational levels. It is theoretically related to the studies relating dark-side traits to leadership failure and derailment (Furnham, Trickey & Hyde, 2012; Kaiser, LeBreton, Hogan, 2015). Specifically it explores the idea that personality is related to management level and that, paradoxically, specific dark side traits are related to the ability to climb the management ladder but that there is a curvilinear relationship between these traits and management success (Hogan & Holland, 2003; Winsborough & Sambath, 2013). Moreover this study explores both linear and quadratic relationships between dark side traits and managerial level. The literature on leadership derailment and failing leadership

borrows its terminology and categorization from the study of personality disorders. Table 1 presents the 11 personality disorders of the DSM system compared to the 11 scales of the Hogan Development Survey (HDS; Hogan & Hogan, 1997) used in this paper. It is important to point out that the HDS assesses dysfunctional

interpersonal themes that reflect distorted beliefs about others that emerge when people encounter stress or stop considering how their actions affect others. Over time, these dispositions may become associated with a person’s reputation and can impede job performance and career success. The HDS assesses self-defeating expressions of normal personality. The DSM-5 (American Psychiatric Association, 2013, p. 647) makes this same distinction between behavioral traits and disorders – self-defeating behaviors, such as those predicted by the HDS, come and go depending on the context. In contrast, personality disorders are enduring and pervasive across contexts. Horney (1950) argued that children develop three normal and

spontaneous patterns of relating to others. The three trends have

been labeled moving away from others, moving against others, and moving toward others. The moving away trend consists of coping mechanisms characterized by isolation and pulling away from others to avoid situations that provoke basic anxiety. The moving against trend has a basic hostility and mistrustfulness at its centre. People characterized by this trend cope with their basic anxiety by seeking power and control over others. The third trend of moving toward others is characterized by inhibition of own needs to appease others at almost any cost. Horney’s theory explains why individuals consistently act in accordance with the derailment tendencies, even when it has obvious negative consequences (Coolidge, Segal, Benight & Danielian, 2004; Foster & Gaddis, 2014). Both the DSM personality disorders and the derived personality

derailers of the HDS show a clustering around a three-factor structure readily interpretable using the three trends, a finding that has been replicated in several studies (Coolidge, Moor, Yamazaki, Stewart & Segal, 2001; Furnham & Crump, 2014; Furnham & Trickey, 2011; Furnham et al., 2012; Hogan & Hogan, 2001). Excitable, Cautious, Reserved, Skeptical, and Leisurely load onto the moving away trend, while Mischievous, Bold, Colorful, and Imaginative load onto the moving against trend. Diligent and Dutiful load onto the moving away factor, as presented in Table 1. However, Furnham (2008) and Carson, Shanock, Heggestad,

Andrew, Pugh and Walter (2012), in exploratory factor analyses of the HDS, found four factors with eigenvalues greater than 1. The first two factors corresponded to the moving away and moving against factors, while the last two factors were each defined by only one scale, namely Diligent and Dutiful. The dark side personality traits are expected to cluster around

subclinical versions of the three trends. Furnham et al. (2012) found moving against to be positively associated with managerial potential in a large working sample (n = 4.943). In a meta- analysis, Gaddis and Foster (2015) concluded that the moving

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

Scandinavian Journal of Psychology, 2016, 57, 535–541 DOI: 10.1111/sjop.12305

away trend was negatively associated with overall managerial performance and leadership values. The moving against trend negatively predicted managerial trustworthiness, but showed a mixed relationship with overall performance and a positive relationship with leadership ability. Moving toward others did not predict overall managerial performance.

PERSONALITY AND JOB LEVEL

Only a few of the studies on job level and personality have included dark side measures. Winsborough and Sambath (2013) used the HDS to test a sample of 151 New Zealand CEOs in an exploratory study. They found CEOs to have significantly higher scores on the Colorful scale, but lower scores on the Dutiful, Diligent, Skeptical, Cautious, and Excitable scales, than the New Zealand norms. In a British sample, Palaiou and Furnham (2016), compared 128 CEOs to a large group of 4,826 senior and middle managers in terms of the HDS personality derailers. They found CEOs to have higher scores than the other group on Bold and Colorful, but lower scores on Excitable, Cautious, Leisurely, and Dutiful, all with small or medium effect sizes. Furnham, Crump and Chamorro-Premuzic (2007) found senior managers to be less Diligent and Dutiful, but more Colorful than junior managers. Furnham and Crump (2015) found senior managers to be

higher in Extraversion and Conscientiousness, but lower in Neuroticism and Agreeableness, than middle managers and non- managers. Furnham, Crump and Ritchie (2013) found high scores on Bold and Colorful, but low scores on Cautious, Reserved, and

Leisurely to be associated with fewer years to promotion in organizations. Other studies have focused on the bright side personality traits of leaders (Abatecola, Mandarelli & Poggesi, 2011; Herrmann & Nadkarni, 2014; Moutafi, Furnham & Crump, 2007) and on correlations between the HDS and sector, career preference, and individual characteristics (Furnham, Hyde & Trickey, 2012, 2014; Furnham, Treglown, Hyde & Trickey, 2016; Furnham & Trickey, 2011).

LINEARITY PROBLEMATIQUE

The primary conclusion from studies using the dark side traits to predict work behavior is one of mixed, but interpretable results. Some factors, notably Bold and Colorful, are positively associated with leadership behaviors, while Excitable, Cautious, Leisurely, and Dutiful often predict negative work behaviors. An implicit assumption in much of the literature has been that the studied relationships are linear (Whetzel, McDaniel, Yost & Kim, 2010). However, the mixed findings may be due to non-linear relationships between dark side personality traits and work-related behavior – the idea that derailers sometimes represent “strengths overused” (Kaiser & Overfield, 2011). Le, Oh, Robbins, Ilies, Holland and Westrick (2011) used polynomial logistic regression to demonstrate Conscientiousness and Neuroticism to have a curvilinear relationship with three performance dimensions. Both extremely low and high scores were associated with low job performance. While most research has looked at non-linearity using the bright

side traits (Cucina & Vasilopoulos, 2005; Robbins, Allen, Casillas,

Table 1. The 11 personality disorders and 3 clusters of the DSM system compared to the 11 factors of the HDS

Horney trend DSM/HDS Features in the DSM-5 Features in the HDS

Moving away from Borderline/Excitable Instability of interpersonal relationships, self- image, and affect, and marked impulsivity.

Moody, hard to please, enthusiasm for people and projects intense but short-lived.

Schizoid/Reserved Detachment from social relationships, restricted range of expression of interpersonal emotions.

No interest in or awareness of others, aloof, detached, uncommunicative.

Paranoid/Skeptical Distrust and suspiciousness of others such that their motives are interpreted as malevolent.

Distrustful of others, doubtful of others’ intentions, cynical.

Passive-Aggressive/ Leisurely

Negativistic attitudes, passive resistance to others’ demands of adequate performance.

Argumentative, overly irritated by others, independent.

Avoidant/Cautious Social inhibition, feelings of inadequacy, hypersensitivity to negative evaluation.

Reluctant to take risks, fears negative evaluation and social rejection.

Moving against Histrionic/Colorful Excessive emotionality and attention seeking. Dramatic, expressive, wanting to be noticed and be the centre of attention.

Narcissistic/Bold Grandiosity (in fantasy or behavior), need for admiration, lack of empathy.

Very self-confident, grandiose feelings and over- valuation of own abilities.

Antisocial/Mischievous Disregard for and violation of the rights of others.

Risk-taking and excitement-seeking, deceitful, manipulative, and exploitative.

Schizotypal/Imaginative Social and interpersonal deficits marked by discomfort with, and reduced capacity for, close relationships and cognitive or perceptual distortions and eccentricities.

Creative and sometimes odd or unusual behavioral and thinking style.

Moving toward Obsessive-Compulsive/ Diligent

Preoccupation with orderliness, perfectionism, and mental and interpersonal control, at the expense of flexibility, openness, and efficiency.

Precise and perfectionistic, but inflexible about formal procedures, critical about others’ performance.

Dependent/Dutiful Excessive fear of separation and need to be taken care of that leads to submissive and clinging behaviors.

Reluctant to be critical of others, eager to please, reliant on others for support and guidance.

Notes: Passive-aggressive PD was present in DSM-III and –R but absent from DSM-IV onwards. Adapted from the DSM-5 (APA, 2013, pp. 645–682) and the HDS Manual (Hogan & Hogan, 1997).

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

536 O. Gøtzsche-Astrup et al. Scand J Psychol 57 (2016)

Peterson & Le, 2006; Vasilopoulos, Cucina & Hunter, 2007), few studies have looked at non-linearity using dark side traits. Benson and Campbell (2007) found evidence of inverse U-shaped relationships between HDS scales and supervisory ratings of leadership performance. They found evidence of non-linearity, with the moving against scales showing the expected pattern, supporting the findings that elevated scores on these scales can be conducive for leadership. However, even though there were signs of non-linearity, heightened scores on moving away scales were always associated with negative leadership abilities. Kaiser et al. (2015) extended these results and showed that both high and low scores were associated with extreme leadership behaviors. They proposed that dark side traits be reconceptualized as compound personality traits that extend bright side traits into maladaptive territory: Dark-side and bright-side traits overlap, but dark-side traits extend the continuum beyond the bright-side range.

CENTRAL HYPOTHESES

Three hypotheses based on the higher factors were tested: Moving Away from Others will correlate negatively with job level because these traits are associated with introversion and social anxiety (H1); moving against others will positively predict job level because of the boldness, self-confidence and emotionality of those with these traits (H2); and Motiving Toward Others (H3) will not be associated with job level. At the level of individual dark-side traits and based on studies reviewed above it is expected that job- level will correlate negatively with Excitable (H4), Skeptical (H5), Cautious (H6), Leisurely (H7), Diligent (H8) and Dutiful (H9). It is expected that Bold and Colorful will be positively correlated with job-level (H10 and H11). If there are signs of non-linearity, it should be most marked for the central moving against scales. Therefore, it is hypothesized that the Bold, Mischievous, and Colorful scales will also show significant quadratic correlations with job-level, with middle managers scoring higher than both entry-level managers and executives (H12–H14).

METHODS

Participants

In total, 264 participants who completed the HDS took part in the study. All participants were managers working in a range of Danish private companies within the transport, energy, financial, and manufacturing sectors. Participants were between 27 and 60 years old (M = 43.20, SD = 7.16), and 59 of the participants were female (22.3%).

Instruments

Dark side personality. The Hogan Development Survey (HDS; Hogan & Hogan, 1997) was used as the measure of dark side personality. The test- retest reliability ranges from 0.64 to 0.75, and the scales are cross- validated with the Minnesota Multiphasic Personality Inventory (MMPI). Reliability estimates have been found to range from 0.50 (for Dutiful) to 0.78 (for Skeptical) with an average of 0.67 (Hogan & Hogan, 1997).

Job level. Job level information was gathered using a self-report item administered at the same time as participants completed the HDS. Three groups were created on this background: entry-level supervisors, middle managers, and executives.

Procedure

The participants were tested by a Danish psychological consultancy over a 10-year period as part of the consultancy’s work with clients in terms of assessment and development, which included personal feedback on individual scores. Data used in the research were obtained in anonymized form with the permission of the consultancy.

RESULTS

HDS and job level

Descriptive statistics for the three groups – entry-level supervisors, middle managers, and executives – are presented in Table 2 with the results of comparisons of the HDS scores between groups. The highest mean scores were observed for Colorful, Diligent and Bold, and the lowest for Excitable and Cautious, mirroring previous studies and norms for the HDS (Hogan & Hogan, 1997; Winsborough & Sambath, 2013). Because job-level is ordinally scaled with three categories,

analyses of covariance with orthogonal polynomial contrast codes were used to test for a linear and a quadratic trend in the data, respectively. In all five of the 11 linear contrasts were significant at p < 0.05 using an unadjusted p-value. Executives had higher scores than middle manager, who again had higher scores than entry-level supervisors on Imaginative (d = 0.403), Colorful (d = 0.415), and Bold (d = 0.322), while the opposite was true for Cautious (d = �0.352) and Dutiful (d = �0.496). No significant differences were found for Excitable, Skeptical, Reserved, Leisurely, Mischievous, or Diligent. The results of the test using quadratic contrasts showed significant non-linear relationships between job-level and the HDS for only two scales: Bold (d = 0.250) and Colorful (d = 0.249). For both scales, entry-level supervisors and executives had

significantly lower scores than middle managers. Only two of the scales, Excitable and Cautious, showed signs of a non-normal distribution of errors, with signs of positive skew. However, since the normality assumption is robust, and transformations of the scores did not change the result, the results of the first analysis are reported. Other assumptions were not violated, and there were no serious outliers that influenced the analysis. However, it was necessary to correct for multiple comparisons to avoid inflation in the risk of Type I error. Using the Benjamini- Hochberg False Discovery Rate approach, the p-values for the 22 comparisons are sorted in ascending order and numbered. Then, each p-value is multiplied by the number of comparisons and divided by its rank. Keeping the false discovery rate at 0.05, the p-values for the quadratic trends for Bold and Colorful become non-significant. This supports H6, H9, H10, and H11. However, H4, H5, H7, H8 and H13 were rejected outright, and H12 and H14 were rejected after adjustment for multiple comparisons.

Horney’s types

The exploratory factor analysis used in this analysis was a principal component analysis (PCA) with oblique rotation, because the factors are theoretically expected to be correlated. The measures of appropriateness of factor analysis were both

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

Trends in job level and dark personality 537Scand J Psychol 57 (2016)

acceptable, with Bartlett’s test of sphericity v2(55) = 585.309, p < 0.001 and KMO = 0.650. Four factors with an eigenvalue over 1 were extracted, accounting for 64.421% of the variance (Table 3). However, a Scree-plot clearly indicated that factors I and II accounted for most of the variance (Table 4). Scale

loadings show that the first two factors are readily interpretable as moving away and moving against. The scales have satisfactorily high loadings. Factors III and IV are characterized by Dutiful and Diligent, respectively, and no other scale loads highly on these. As none of these factors seem to encompass moving toward people, H3 could not be tested. To test hypotheses 1 and 2, the factors that were extracted from

the PCA were used as predictors of the ordinal-scale Job Level using multinomial logistic regression, because the dependent variable is non-metric. A central advantage of this method is that it does not make assumptions of normality for the independent variables. The results of this analysis are reported in Tables 5 and 6.

Table 2. Descriptive statistics, effect sizes, and p-value for comparisons between the HDS scales and job level. Controlled for gender and age

HDS scale Entry-level supervisors Middle managers Executives Unadjusted

p-value Adjusted p-value dMean (SD) Mean (SD) Mean (SD)

Excitable 1.55 (1.74) 1.83 (1.74) 1.61 (1.63) Linear 0.874 �0.018 Quadratic 0.164 0.174

Skeptical 3.74 (2.01) 3.63 (2.33) 3.60 (2.18) Linear 0.502 �0.084 Quadratic 0.980 0.003

Cautious 2.37 (1.97) 2.09 (2.19) 1.51 (1.52) Linear 0.005 0.028* �0.352 Quadratic 0.599 �0.066

Reserved 4.39 (2.16) 4.15 (2.00) 4.14 (2.23) Linear 0.824 �0.030 Quadratic 0.537 �0.077

Leisurely 2.84 (1.98) 2.70 (2.10) 2.57 (1.89) Linear 0.363 �0.113 Quadratic 0.975 �0.003

Bold 7.08 (2.06) 8.10 (2.27) 7.76 (2.55) Linear 0.010 0.044* 0.322 Quadratic 0.048 0.151 0.250

Mischievous 6.52 (2.36) 7.03 (2.09) 6.60 (2.16) Linear 0.272 0.137 Quadratic 0.174 0.170

Colorful 7.60 (3.11) 9.12 (2.49) 8.89 (2.61) Linear 0.001 0.011* 0.415 Quadratic 0.026 0.095 0.249

Imaginative 5.36 (2.55) 5.82 (2.40) 5.89 (2.45) Linear 0.001 0.007** 0.403 Quadratic 0.707 0.038

Diligent 9.14 (2.58) 9.02 (2.32) 8.61 (2.28) Linear 0.138 �0.185 Quadratic 0.611 0.060

Dutiful 6.95 (1.79) 6.45 (1.92) 5.84 (1.67) Linear 0.000 0.002** �0.496 Quadratic 0.771 0.000

Note: *p < 0.05, **p < 0.01.

Table 3. Resultant loadings for Principal Component Analysis of HDS scales. Loadings < 0.30 supressed

HDS Scale

Component

I II III IV

Excitable 0.557 0.348 �0.423 Skeptical 0.578 0.364 Cautious 0.688 0.453 Reserved 0.711 �0.338 Leisurely 0.696 Bold 0.772 Mischievous 0.586 �0.369 Colorful 0.779 Imaginative 0.589 Diligent 0.899 Dutiful 0.879

Table 4. Extraction Sums of Squared Loadings

Component Eigenvalue % of variance Cumulative %

I 2.443 22.206 22.206 II 2.160 19.639 41.846 III 1.364 12.403 54.249 IV 1.119 10.172 64.421

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

538 O. Gøtzsche-Astrup et al. Scand J Psychol 57 (2016)

The model fit was significantly better than one with only an intercept, v2(8) = 25.909, p = 0.001. The results show that scoring higher on Moving against others was significantly related to a higher likelihood of being an executive rather than an entry- level supervisor (p = 0.01), while scoring higher on Moving away from others is significantly related to a higher likelihood of being an entry-level supervisor rather than an executive (p = 0.05). No significant differences for Moving away and Moving against were found for middle managers when compared to executives. These results lend moderate support to H1 and H2.

DISCUSSION

While previous research has focused on job performance indicators (Gaddis & Foster, 2015) or compared the personality of CEOs to normative samples (Palaiou & Furnham, 2014; Winsborough & Sambath, 2013), this study looked at trends in personality derailers in the organizational hierarchy. Although the dark side personality traits are conceptualized as maladaptive characteristics, previous research has pointed to the fact that there might also be bright sides to the dark traits. Being interpersonally assertive and competitive, borderline hostile, are behavioral tendencies that are sometimes rewarded with quicker promotion and rise through organizations (Furnham et al., 2013). It has also been proposed that neither high nor low scores on the traits are adaptable, but that there is an optimal amount associated with each tendency. The results confirmed some of the previous findings.

Executives had a personality profile characterized by low levels of social inhibition, feelings of inadequacy, and eagerness to please, but high levels of expressiveness, need for attention and self- confidence. They were also found to score higher on a scale measuring creativity and unusual thinking, something that has not been found in earlier studies. Signs of non-linear trends were found, but were not entirely clear. The research now seems to

converge on cognitive prototypes (Winsborough & Sambath, 2013) of leaders across the globe. The findings regarding the three “neurotic trends” largely

confirmed the hypotheses. Individuals with higher scores on the moving against others trend were significantly more likely to be executives than to be entry-level supervisors. It is not implausible that the interpersonal behavior related to the moving against trend, seeking control and dominating others, is conducive to promotion up to a point, and that this point is at the level of middle management. When greater demands and stresses are put on the individual as he or she advances, traits that were previously conducive to performance become detrimental. However, larger sample sizes and a true ratio scaled dependent variable are needed to test this proposition. Individuals with higher scores on the moving away trend were

significantly less likely to be executives than to be entry-level supervisors. They were also more likely to be executives than they were to be middle managers, but not significantly so. Not surprisingly, tendencies toward isolation and avoidance of others are not qualities that are conducive to promotion in organizations. Since no moving toward trend was identified in the data, H3 could not be tested directly. Whereas Dutiful is characterized by a reluctance to be critical of others and to be eager to please and rely on others, Diligent is essentially about inflexible perfectionism and being critical of others. The moving toward trend, which is characterized by seeking others’ acceptance and inhibiting own needs to appease others is much more akin to Dutiful than Diligent, if not almost identical to the scale. If this is the case, the results support the assertion that people with a dominating moving toward interpersonal style are both less likely to be executives than entry-level supervisors, and less likely to be executives than middle managers. Although effect sizes were small, according to Cohen’s (1988)

guidelines, the results for Cautious, Colorful and Dutiful confirmed the hypotheses associated with each scale, and supports previously published results. In the UK sample, but not in the New Zealand one, there was a significant difference in the Bold scores for CEOs compared to the norm. This finding is supported by the results of the present study, with an almost identical effect size. Surprisingly, no significant effect was found for Excitable,

which has been one of the most consistent predictors of negative work outcomes in the literature. Part of the explanation for this

Table 5. Results from Multinomial Logistic Regression with scores on Horney’s three types as predictors and Executive as reference category

Effect -2log of model Chi-square df Sig.

Intercept only 580.07 554.16

25.909 8 0.001

Table 6. Parameter estimates with Executive as reference category

Job level Parameter B S.E. Wald Sig. Exp(B)

95% CI for Exp (B)

Lower Upper

Entry-level supervisor Intercept �0.013 0.161 0.007 0.935 Moving away 0.369 0.164 5.069 0.024* 1.446 1.049 1.993 Moving against �0.412 0.163 6.422 0.011* 0.662 0.481 0.911 III 0.381 0.163 5.477 0.019* 1.463 1.064 2.013 IV 0.106 0.154 0.476 0.490 1.112 0.822 0.1505

Middle manager Intercept 0.038 0.157 0.059 0.809 Moving away 0.230 0.162 2.010 0.156 1.258 0.916 1.729 Moving against 0.080 0.160 0.250 0.617 1.083 0.792 1.481 III 0.317 0.160 3.935 0.047* 1.374 1.004 1.880 IV 0.106 0.154 0.476 0.490 1.112 0.822 1.505

Note: *p < 0.05.

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

Trends in job level and dark personality 539Scand J Psychol 57 (2016)

finding is the skewed distribution. Furthermore, the mean score of 1.66 was lower than the general norm of 3.1 (Hogan & Hogan, 1997), and with little variance. However, why most participants did not vary according to job level is uncertain. Looking at the sectors from which the participants were drawn – transport, energy, financial, and manufacturing – does not imply an immediate explanation of this finding. They are not sectors characterized by workers with particularly low scores on Neuroticism (Palaiou & Furnham, 2014), which is closely related to Excitability. Although the HDS items are explicitly phrased to avoid bias (Hogan & Hogan, 1997), the Excitable scale, due to its intuitive undesirability, may be prone to impression management effects. More interesting are the results for the quadratic trends for

Bold and Colorful. Although they did not reach significance after adjusting for multiple comparisons, the observed non-linear effect, with the highest scores for both scales observed for middle managers, merits further research. A surprising finding was that the Imaginative scale significantly

– and positively – predicted higher job level. Virtually no effect has been found for Imaginative in the previous studies of job level, and it is negatively related to achievement orientation, trustworthiness, flexibility, and dependability (Gaddis & Foster, 2015). However, Furnham et al. (2013) found Imaginative to be related to shorter times to promotion. A possible explanation for these discrepant findings is that when Imaginative is found to be associated with positive work outcomes, it is because of high scores on the creative element of being imaginative. Table 7 illustrates the results of the two previous studies using

the HDS to look at differences between higher and lower job level. The results converge around a pattern indicating that organizational leaders as a group are characterized by an interpersonal orientation dominated by assertive, self-assured and sociable behavior and low levels of interpersonal insecurity, scepticism, and need to please others. The gender imbalance found in most studies in this field was a

potential problem. Also, the cross-sectional data means that it is not possible to assert causality. Therefore, we cannot know if people become leaders based on their derailment tendencies, or if leaders express their personality tendencies differently at different

job levels. A natural next step would be to include longitudinal data using the hypotheses derived from the current literature. Another limitation concerns the fact that the focus in this text has been on the leaders as individuals, and neglected the impact of organizational factors such as bureaucratic structures and the nature of followers (Schyns, 2015). This is a relevant limitation because failed leaders often fail in context (Padilla, Hogan & Kaiser, 2007).

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Table 7. Comparison of studies

Winsborough and Sambath (2013)

Palaiou and Furnham (2016)

Danish data

HDS Excitable � � Skeptical � Cautious � � � Reserved Leisurely � Bold + + Mischievous Colorful ++ + + Imaginative + Diligent � � Dutiful � � � �

Notes: + indicate positive relation to job level. +/� = small effect size, ++/� � = medium effect size based on Cohen’s (1988) guidelines.

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

540 O. Gøtzsche-Astrup et al. Scand J Psychol 57 (2016)

Gaddis, B. H. & Foster, J. L. (2015). Meta-analysis of dark side personality characteristics and critical work behaviors among leaders across the globe: Findings and implications for leadership development and executive coaching. Applied Psychology, 64, 25–54.

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Winsborough, D. L. & Sambath, V. (2013). Not like us: An investigation into the personalities of New Zealand CEOs. Consulting Psychology Journal: Practice and Research, 65, 87–107.

Received 12 March 2016, accepted 11 June 2016

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Personality and Social Psychology

The higher you climb: Dark side personality and job level

OLUF GØTZSCHE-ASTRUP,1 JOAN JAKOBSEN2 and ADRIAN FURNHAM1,3

1University College London, London, UK 2A&D Resources, Copenhagen, Denmark 3Norwegian Business School, Oslo, Norway

Gøtzsche-Astrup, O., Jakobsen, J. & Furnham, A. (2016). The higher you climb: Dark side personality and job level. Scandinavian Journal of Psychology, 57, 535–541.

The purpose of this study was to explore the idea that there are dark side personality differences in the profiles of people at different levels in organizations. This study replicates and extends existing leadership research by focusing on self-defeating behavioral tendencies. A Danish consultancy provided data on 264 adults based on assessment reports. This paper explored linear and quadratic relationships between personality and de facto job level. More senior managers scored high on Cluster B/Moving Against Others scales of Bold, Colorful and Imaginative, and low on Cautious and Dutiful. These Danish data are compared to data from Great Britain and New Zealand which show very similar findings. Practice should take into account that dark side personality traits associated with an assertive, sometimes hostile, interpersonal orientation, predict leadership level up to a point.

Key words: Dark side, personality disorders, managerial level.

Oluf Gøtzshce-Astrup, Research Department of Clinical, Educational and Health Psychology, University College London, 26 Bedford Way, London, WC1H0A. E-mail: oluf.gotzsche-astrup.14@ucl.ac.uk

INTRODUCTION

This study looks at dark-side personality trait differences between people at different organizational levels. It is theoretically related to the studies relating dark-side traits to leadership failure and derailment (Furnham, Trickey & Hyde, 2012; Kaiser, LeBreton, Hogan, 2015). Specifically it explores the idea that personality is related to management level and that, paradoxically, specific dark side traits are related to the ability to climb the management ladder but that there is a curvilinear relationship between these traits and management success (Hogan & Holland, 2003; Winsborough & Sambath, 2013). Moreover this study explores both linear and quadratic relationships between dark side traits and managerial level. The literature on leadership derailment and failing leadership

borrows its terminology and categorization from the study of personality disorders. Table 1 presents the 11 personality disorders of the DSM system compared to the 11 scales of the Hogan Development Survey (HDS; Hogan & Hogan, 1997) used in this paper. It is important to point out that the HDS assesses dysfunctional

interpersonal themes that reflect distorted beliefs about others that emerge when people encounter stress or stop considering how their actions affect others. Over time, these dispositions may become associated with a person’s reputation and can impede job performance and career success. The HDS assesses self-defeating expressions of normal personality. The DSM-5 (American Psychiatric Association, 2013, p. 647) makes this same distinction between behavioral traits and disorders – self-defeating behaviors, such as those predicted by the HDS, come and go depending on the context. In contrast, personality disorders are enduring and pervasive across contexts. Horney (1950) argued that children develop three normal and

spontaneous patterns of relating to others. The three trends have

been labeled moving away from others, moving against others, and moving toward others. The moving away trend consists of coping mechanisms characterized by isolation and pulling away from others to avoid situations that provoke basic anxiety. The moving against trend has a basic hostility and mistrustfulness at its centre. People characterized by this trend cope with their basic anxiety by seeking power and control over others. The third trend of moving toward others is characterized by inhibition of own needs to appease others at almost any cost. Horney’s theory explains why individuals consistently act in accordance with the derailment tendencies, even when it has obvious negative consequences (Coolidge, Segal, Benight & Danielian, 2004; Foster & Gaddis, 2014). Both the DSM personality disorders and the derived personality

derailers of the HDS show a clustering around a three-factor structure readily interpretable using the three trends, a finding that has been replicated in several studies (Coolidge, Moor, Yamazaki, Stewart & Segal, 2001; Furnham & Crump, 2014; Furnham & Trickey, 2011; Furnham et al., 2012; Hogan & Hogan, 2001). Excitable, Cautious, Reserved, Skeptical, and Leisurely load onto the moving away trend, while Mischievous, Bold, Colorful, and Imaginative load onto the moving against trend. Diligent and Dutiful load onto the moving away factor, as presented in Table 1. However, Furnham (2008) and Carson, Shanock, Heggestad,

Andrew, Pugh and Walter (2012), in exploratory factor analyses of the HDS, found four factors with eigenvalues greater than 1. The first two factors corresponded to the moving away and moving against factors, while the last two factors were each defined by only one scale, namely Diligent and Dutiful. The dark side personality traits are expected to cluster around

subclinical versions of the three trends. Furnham et al. (2012) found moving against to be positively associated with managerial potential in a large working sample (n = 4.943). In a meta- analysis, Gaddis and Foster (2015) concluded that the moving

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

Scandinavian Journal of Psychology, 2016, 57, 535–541 DOI: 10.1111/sjop.12305

away trend was negatively associated with overall managerial performance and leadership values. The moving against trend negatively predicted managerial trustworthiness, but showed a mixed relationship with overall performance and a positive relationship with leadership ability. Moving toward others did not predict overall managerial performance.

PERSONALITY AND JOB LEVEL

Only a few of the studies on job level and personality have included dark side measures. Winsborough and Sambath (2013) used the HDS to test a sample of 151 New Zealand CEOs in an exploratory study. They found CEOs to have significantly higher scores on the Colorful scale, but lower scores on the Dutiful, Diligent, Skeptical, Cautious, and Excitable scales, than the New Zealand norms. In a British sample, Palaiou and Furnham (2016), compared 128 CEOs to a large group of 4,826 senior and middle managers in terms of the HDS personality derailers. They found CEOs to have higher scores than the other group on Bold and Colorful, but lower scores on Excitable, Cautious, Leisurely, and Dutiful, all with small or medium effect sizes. Furnham, Crump and Chamorro-Premuzic (2007) found senior managers to be less Diligent and Dutiful, but more Colorful than junior managers. Furnham and Crump (2015) found senior managers to be

higher in Extraversion and Conscientiousness, but lower in Neuroticism and Agreeableness, than middle managers and non- managers. Furnham, Crump and Ritchie (2013) found high scores on Bold and Colorful, but low scores on Cautious, Reserved, and

Leisurely to be associated with fewer years to promotion in organizations. Other studies have focused on the bright side personality traits of leaders (Abatecola, Mandarelli & Poggesi, 2011; Herrmann & Nadkarni, 2014; Moutafi, Furnham & Crump, 2007) and on correlations between the HDS and sector, career preference, and individual characteristics (Furnham, Hyde & Trickey, 2012, 2014; Furnham, Treglown, Hyde & Trickey, 2016; Furnham & Trickey, 2011).

LINEARITY PROBLEMATIQUE

The primary conclusion from studies using the dark side traits to predict work behavior is one of mixed, but interpretable results. Some factors, notably Bold and Colorful, are positively associated with leadership behaviors, while Excitable, Cautious, Leisurely, and Dutiful often predict negative work behaviors. An implicit assumption in much of the literature has been that the studied relationships are linear (Whetzel, McDaniel, Yost & Kim, 2010). However, the mixed findings may be due to non-linear relationships between dark side personality traits and work-related behavior – the idea that derailers sometimes represent “strengths overused” (Kaiser & Overfield, 2011). Le, Oh, Robbins, Ilies, Holland and Westrick (2011) used polynomial logistic regression to demonstrate Conscientiousness and Neuroticism to have a curvilinear relationship with three performance dimensions. Both extremely low and high scores were associated with low job performance. While most research has looked at non-linearity using the bright

side traits (Cucina & Vasilopoulos, 2005; Robbins, Allen, Casillas,

Table 1. The 11 personality disorders and 3 clusters of the DSM system compared to the 11 factors of the HDS

Horney trend DSM/HDS Features in the DSM-5 Features in the HDS

Moving away from Borderline/Excitable Instability of interpersonal relationships, self- image, and affect, and marked impulsivity.

Moody, hard to please, enthusiasm for people and projects intense but short-lived.

Schizoid/Reserved Detachment from social relationships, restricted range of expression of interpersonal emotions.

No interest in or awareness of others, aloof, detached, uncommunicative.

Paranoid/Skeptical Distrust and suspiciousness of others such that their motives are interpreted as malevolent.

Distrustful of others, doubtful of others’ intentions, cynical.

Passive-Aggressive/ Leisurely

Negativistic attitudes, passive resistance to others’ demands of adequate performance.

Argumentative, overly irritated by others, independent.

Avoidant/Cautious Social inhibition, feelings of inadequacy, hypersensitivity to negative evaluation.

Reluctant to take risks, fears negative evaluation and social rejection.

Moving against Histrionic/Colorful Excessive emotionality and attention seeking. Dramatic, expressive, wanting to be noticed and be the centre of attention.

Narcissistic/Bold Grandiosity (in fantasy or behavior), need for admiration, lack of empathy.

Very self-confident, grandiose feelings and over- valuation of own abilities.

Antisocial/Mischievous Disregard for and violation of the rights of others.

Risk-taking and excitement-seeking, deceitful, manipulative, and exploitative.

Schizotypal/Imaginative Social and interpersonal deficits marked by discomfort with, and reduced capacity for, close relationships and cognitive or perceptual distortions and eccentricities.

Creative and sometimes odd or unusual behavioral and thinking style.

Moving toward Obsessive-Compulsive/ Diligent

Preoccupation with orderliness, perfectionism, and mental and interpersonal control, at the expense of flexibility, openness, and efficiency.

Precise and perfectionistic, but inflexible about formal procedures, critical about others’ performance.

Dependent/Dutiful Excessive fear of separation and need to be taken care of that leads to submissive and clinging behaviors.

Reluctant to be critical of others, eager to please, reliant on others for support and guidance.

Notes: Passive-aggressive PD was present in DSM-III and –R but absent from DSM-IV onwards. Adapted from the DSM-5 (APA, 2013, pp. 645–682) and the HDS Manual (Hogan & Hogan, 1997).

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

536 O. Gøtzsche-Astrup et al. Scand J Psychol 57 (2016)

Peterson & Le, 2006; Vasilopoulos, Cucina & Hunter, 2007), few studies have looked at non-linearity using dark side traits. Benson and Campbell (2007) found evidence of inverse U-shaped relationships between HDS scales and supervisory ratings of leadership performance. They found evidence of non-linearity, with the moving against scales showing the expected pattern, supporting the findings that elevated scores on these scales can be conducive for leadership. However, even though there were signs of non-linearity, heightened scores on moving away scales were always associated with negative leadership abilities. Kaiser et al. (2015) extended these results and showed that both high and low scores were associated with extreme leadership behaviors. They proposed that dark side traits be reconceptualized as compound personality traits that extend bright side traits into maladaptive territory: Dark-side and bright-side traits overlap, but dark-side traits extend the continuum beyond the bright-side range.

CENTRAL HYPOTHESES

Three hypotheses based on the higher factors were tested: Moving Away from Others will correlate negatively with job level because these traits are associated with introversion and social anxiety (H1); moving against others will positively predict job level because of the boldness, self-confidence and emotionality of those with these traits (H2); and Motiving Toward Others (H3) will not be associated with job level. At the level of individual dark-side traits and based on studies reviewed above it is expected that job- level will correlate negatively with Excitable (H4), Skeptical (H5), Cautious (H6), Leisurely (H7), Diligent (H8) and Dutiful (H9). It is expected that Bold and Colorful will be positively correlated with job-level (H10 and H11). If there are signs of non-linearity, it should be most marked for the central moving against scales. Therefore, it is hypothesized that the Bold, Mischievous, and Colorful scales will also show significant quadratic correlations with job-level, with middle managers scoring higher than both entry-level managers and executives (H12–H14).

METHODS

Participants

In total, 264 participants who completed the HDS took part in the study. All participants were managers working in a range of Danish private companies within the transport, energy, financial, and manufacturing sectors. Participants were between 27 and 60 years old (M = 43.20, SD = 7.16), and 59 of the participants were female (22.3%).

Instruments

Dark side personality. The Hogan Development Survey (HDS; Hogan & Hogan, 1997) was used as the measure of dark side personality. The test- retest reliability ranges from 0.64 to 0.75, and the scales are cross- validated with the Minnesota Multiphasic Personality Inventory (MMPI). Reliability estimates have been found to range from 0.50 (for Dutiful) to 0.78 (for Skeptical) with an average of 0.67 (Hogan & Hogan, 1997).

Job level. Job level information was gathered using a self-report item administered at the same time as participants completed the HDS. Three groups were created on this background: entry-level supervisors, middle managers, and executives.

Procedure

The participants were tested by a Danish psychological consultancy over a 10-year period as part of the consultancy’s work with clients in terms of assessment and development, which included personal feedback on individual scores. Data used in the research were obtained in anonymized form with the permission of the consultancy.

RESULTS

HDS and job level

Descriptive statistics for the three groups – entry-level supervisors, middle managers, and executives – are presented in Table 2 with the results of comparisons of the HDS scores between groups. The highest mean scores were observed for Colorful, Diligent and Bold, and the lowest for Excitable and Cautious, mirroring previous studies and norms for the HDS (Hogan & Hogan, 1997; Winsborough & Sambath, 2013). Because job-level is ordinally scaled with three categories,

analyses of covariance with orthogonal polynomial contrast codes were used to test for a linear and a quadratic trend in the data, respectively. In all five of the 11 linear contrasts were significant at p < 0.05 using an unadjusted p-value. Executives had higher scores than middle manager, who again had higher scores than entry-level supervisors on Imaginative (d = 0.403), Colorful (d = 0.415), and Bold (d = 0.322), while the opposite was true for Cautious (d = �0.352) and Dutiful (d = �0.496). No significant differences were found for Excitable, Skeptical, Reserved, Leisurely, Mischievous, or Diligent. The results of the test using quadratic contrasts showed significant non-linear relationships between job-level and the HDS for only two scales: Bold (d = 0.250) and Colorful (d = 0.249). For both scales, entry-level supervisors and executives had

significantly lower scores than middle managers. Only two of the scales, Excitable and Cautious, showed signs of a non-normal distribution of errors, with signs of positive skew. However, since the normality assumption is robust, and transformations of the scores did not change the result, the results of the first analysis are reported. Other assumptions were not violated, and there were no serious outliers that influenced the analysis. However, it was necessary to correct for multiple comparisons to avoid inflation in the risk of Type I error. Using the Benjamini- Hochberg False Discovery Rate approach, the p-values for the 22 comparisons are sorted in ascending order and numbered. Then, each p-value is multiplied by the number of comparisons and divided by its rank. Keeping the false discovery rate at 0.05, the p-values for the quadratic trends for Bold and Colorful become non-significant. This supports H6, H9, H10, and H11. However, H4, H5, H7, H8 and H13 were rejected outright, and H12 and H14 were rejected after adjustment for multiple comparisons.

Horney’s types

The exploratory factor analysis used in this analysis was a principal component analysis (PCA) with oblique rotation, because the factors are theoretically expected to be correlated. The measures of appropriateness of factor analysis were both

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

Trends in job level and dark personality 537Scand J Psychol 57 (2016)

acceptable, with Bartlett’s test of sphericity v2(55) = 585.309, p < 0.001 and KMO = 0.650. Four factors with an eigenvalue over 1 were extracted, accounting for 64.421% of the variance (Table 3). However, a Scree-plot clearly indicated that factors I and II accounted for most of the variance (Table 4). Scale

loadings show that the first two factors are readily interpretable as moving away and moving against. The scales have satisfactorily high loadings. Factors III and IV are characterized by Dutiful and Diligent, respectively, and no other scale loads highly on these. As none of these factors seem to encompass moving toward people, H3 could not be tested. To test hypotheses 1 and 2, the factors that were extracted from

the PCA were used as predictors of the ordinal-scale Job Level using multinomial logistic regression, because the dependent variable is non-metric. A central advantage of this method is that it does not make assumptions of normality for the independent variables. The results of this analysis are reported in Tables 5 and 6.

Table 2. Descriptive statistics, effect sizes, and p-value for comparisons between the HDS scales and job level. Controlled for gender and age

HDS scale Entry-level supervisors Middle managers Executives Unadjusted

p-value Adjusted p-value dMean (SD) Mean (SD) Mean (SD)

Excitable 1.55 (1.74) 1.83 (1.74) 1.61 (1.63) Linear 0.874 �0.018 Quadratic 0.164 0.174

Skeptical 3.74 (2.01) 3.63 (2.33) 3.60 (2.18) Linear 0.502 �0.084 Quadratic 0.980 0.003

Cautious 2.37 (1.97) 2.09 (2.19) 1.51 (1.52) Linear 0.005 0.028* �0.352 Quadratic 0.599 �0.066

Reserved 4.39 (2.16) 4.15 (2.00) 4.14 (2.23) Linear 0.824 �0.030 Quadratic 0.537 �0.077

Leisurely 2.84 (1.98) 2.70 (2.10) 2.57 (1.89) Linear 0.363 �0.113 Quadratic 0.975 �0.003

Bold 7.08 (2.06) 8.10 (2.27) 7.76 (2.55) Linear 0.010 0.044* 0.322 Quadratic 0.048 0.151 0.250

Mischievous 6.52 (2.36) 7.03 (2.09) 6.60 (2.16) Linear 0.272 0.137 Quadratic 0.174 0.170

Colorful 7.60 (3.11) 9.12 (2.49) 8.89 (2.61) Linear 0.001 0.011* 0.415 Quadratic 0.026 0.095 0.249

Imaginative 5.36 (2.55) 5.82 (2.40) 5.89 (2.45) Linear 0.001 0.007** 0.403 Quadratic 0.707 0.038

Diligent 9.14 (2.58) 9.02 (2.32) 8.61 (2.28) Linear 0.138 �0.185 Quadratic 0.611 0.060

Dutiful 6.95 (1.79) 6.45 (1.92) 5.84 (1.67) Linear 0.000 0.002** �0.496 Quadratic 0.771 0.000

Note: *p < 0.05, **p < 0.01.

Table 3. Resultant loadings for Principal Component Analysis of HDS scales. Loadings < 0.30 supressed

HDS Scale

Component

I II III IV

Excitable 0.557 0.348 �0.423 Skeptical 0.578 0.364 Cautious 0.688 0.453 Reserved 0.711 �0.338 Leisurely 0.696 Bold 0.772 Mischievous 0.586 �0.369 Colorful 0.779 Imaginative 0.589 Diligent 0.899 Dutiful 0.879

Table 4. Extraction Sums of Squared Loadings

Component Eigenvalue % of variance Cumulative %

I 2.443 22.206 22.206 II 2.160 19.639 41.846 III 1.364 12.403 54.249 IV 1.119 10.172 64.421

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

538 O. Gøtzsche-Astrup et al. Scand J Psychol 57 (2016)

The model fit was significantly better than one with only an intercept, v2(8) = 25.909, p = 0.001. The results show that scoring higher on Moving against others was significantly related to a higher likelihood of being an executive rather than an entry- level supervisor (p = 0.01), while scoring higher on Moving away from others is significantly related to a higher likelihood of being an entry-level supervisor rather than an executive (p = 0.05). No significant differences for Moving away and Moving against were found for middle managers when compared to executives. These results lend moderate support to H1 and H2.

DISCUSSION

While previous research has focused on job performance indicators (Gaddis & Foster, 2015) or compared the personality of CEOs to normative samples (Palaiou & Furnham, 2014; Winsborough & Sambath, 2013), this study looked at trends in personality derailers in the organizational hierarchy. Although the dark side personality traits are conceptualized as maladaptive characteristics, previous research has pointed to the fact that there might also be bright sides to the dark traits. Being interpersonally assertive and competitive, borderline hostile, are behavioral tendencies that are sometimes rewarded with quicker promotion and rise through organizations (Furnham et al., 2013). It has also been proposed that neither high nor low scores on the traits are adaptable, but that there is an optimal amount associated with each tendency. The results confirmed some of the previous findings.

Executives had a personality profile characterized by low levels of social inhibition, feelings of inadequacy, and eagerness to please, but high levels of expressiveness, need for attention and self- confidence. They were also found to score higher on a scale measuring creativity and unusual thinking, something that has not been found in earlier studies. Signs of non-linear trends were found, but were not entirely clear. The research now seems to

converge on cognitive prototypes (Winsborough & Sambath, 2013) of leaders across the globe. The findings regarding the three “neurotic trends” largely

confirmed the hypotheses. Individuals with higher scores on the moving against others trend were significantly more likely to be executives than to be entry-level supervisors. It is not implausible that the interpersonal behavior related to the moving against trend, seeking control and dominating others, is conducive to promotion up to a point, and that this point is at the level of middle management. When greater demands and stresses are put on the individual as he or she advances, traits that were previously conducive to performance become detrimental. However, larger sample sizes and a true ratio scaled dependent variable are needed to test this proposition. Individuals with higher scores on the moving away trend were

significantly less likely to be executives than to be entry-level supervisors. They were also more likely to be executives than they were to be middle managers, but not significantly so. Not surprisingly, tendencies toward isolation and avoidance of others are not qualities that are conducive to promotion in organizations. Since no moving toward trend was identified in the data, H3 could not be tested directly. Whereas Dutiful is characterized by a reluctance to be critical of others and to be eager to please and rely on others, Diligent is essentially about inflexible perfectionism and being critical of others. The moving toward trend, which is characterized by seeking others’ acceptance and inhibiting own needs to appease others is much more akin to Dutiful than Diligent, if not almost identical to the scale. If this is the case, the results support the assertion that people with a dominating moving toward interpersonal style are both less likely to be executives than entry-level supervisors, and less likely to be executives than middle managers. Although effect sizes were small, according to Cohen’s (1988)

guidelines, the results for Cautious, Colorful and Dutiful confirmed the hypotheses associated with each scale, and supports previously published results. In the UK sample, but not in the New Zealand one, there was a significant difference in the Bold scores for CEOs compared to the norm. This finding is supported by the results of the present study, with an almost identical effect size. Surprisingly, no significant effect was found for Excitable,

which has been one of the most consistent predictors of negative work outcomes in the literature. Part of the explanation for this

Table 5. Results from Multinomial Logistic Regression with scores on Horney’s three types as predictors and Executive as reference category

Effect -2log of model Chi-square df Sig.

Intercept only 580.07 554.16

25.909 8 0.001

Table 6. Parameter estimates with Executive as reference category

Job level Parameter B S.E. Wald Sig. Exp(B)

95% CI for Exp (B)

Lower Upper

Entry-level supervisor Intercept �0.013 0.161 0.007 0.935 Moving away 0.369 0.164 5.069 0.024* 1.446 1.049 1.993 Moving against �0.412 0.163 6.422 0.011* 0.662 0.481 0.911 III 0.381 0.163 5.477 0.019* 1.463 1.064 2.013 IV 0.106 0.154 0.476 0.490 1.112 0.822 0.1505

Middle manager Intercept 0.038 0.157 0.059 0.809 Moving away 0.230 0.162 2.010 0.156 1.258 0.916 1.729 Moving against 0.080 0.160 0.250 0.617 1.083 0.792 1.481 III 0.317 0.160 3.935 0.047* 1.374 1.004 1.880 IV 0.106 0.154 0.476 0.490 1.112 0.822 1.505

Note: *p < 0.05.

© 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd

Trends in job level and dark personality 539Scand J Psychol 57 (2016)

finding is the skewed distribution. Furthermore, the mean score of 1.66 was lower than the general norm of 3.1 (Hogan & Hogan, 1997), and with little variance. However, why most participants did not vary according to job level is uncertain. Looking at the sectors from which the participants were drawn – transport, energy, financial, and manufacturing – does not imply an immediate explanation of this finding. They are not sectors characterized by workers with particularly low scores on Neuroticism (Palaiou & Furnham, 2014), which is closely related to Excitability. Although the HDS items are explicitly phrased to avoid bias (Hogan & Hogan, 1997), the Excitable scale, due to its intuitive undesirability, may be prone to impression management effects. More interesting are the results for the quadratic trends for

Bold and Colorful. Although they did not reach significance after adjusting for multiple comparisons, the observed non-linear effect, with the highest scores for both scales observed for middle managers, merits further research. A surprising finding was that the Imaginative scale significantly

– and positively – predicted higher job level. Virtually no effect has been found for Imaginative in the previous studies of job level, and it is negatively related to achievement orientation, trustworthiness, flexibility, and dependability (Gaddis & Foster, 2015). However, Furnham et al. (2013) found Imaginative to be related to shorter times to promotion. A possible explanation for these discrepant findings is that when Imaginative is found to be associated with positive work outcomes, it is because of high scores on the creative element of being imaginative. Table 7 illustrates the results of the two previous studies using

the HDS to look at differences between higher and lower job level. The results converge around a pattern indicating that organizational leaders as a group are characterized by an interpersonal orientation dominated by assertive, self-assured and sociable behavior and low levels of interpersonal insecurity, scepticism, and need to please others. The gender imbalance found in most studies in this field was a

potential problem. Also, the cross-sectional data means that it is not possible to assert causality. Therefore, we cannot know if people become leaders based on their derailment tendencies, or if leaders express their personality tendencies differently at different

job levels. A natural next step would be to include longitudinal data using the hypotheses derived from the current literature. Another limitation concerns the fact that the focus in this text has been on the leaders as individuals, and neglected the impact of organizational factors such as bureaucratic structures and the nature of followers (Schyns, 2015). This is a relevant limitation because failed leaders often fail in context (Padilla, Hogan & Kaiser, 2007).

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Table 7. Comparison of studies

Winsborough and Sambath (2013)

Palaiou and Furnham (2016)

Danish data

HDS Excitable � � Skeptical � Cautious � � � Reserved Leisurely � Bold + + Mischievous Colorful ++ + + Imaginative + Diligent � � Dutiful � � � �

Notes: + indicate positive relation to job level. +/� = small effect size, ++/� � = medium effect size based on Cohen’s (1988) guidelines.

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540 O. Gøtzsche-Astrup et al. Scand J Psychol 57 (2016)

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Received 12 March 2016, accepted 11 June 2016

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