**4. Narcissism**

certain analysis and predictions. The CIT was considered useful methodology for the phenomenon, dark side of leadership, because the techniques has built in inductive tendency, does not need a hypothesis, does not carry any cultural bias and yields impartial results for study [29]. It was used carefully with the 32 school teachers of Pakistani schools from both public and private sectors to explore the influence of dark traits of leadership on the morale and work attitudes. Semi-structured interviews were conducted with all participants who had willingly decided to participate in this study. The protocol was constructed in a way that allowed the teachers to choose any story from their past and narrate it to us without any cues

The participants were given total freedom to tell their story to any length, with probes to reach to a common understanding to their lived experience [30]. Hence, teachers chose those incidents from their life which carried certain significance in their lives and which they could easily relate to us [31]. The aim of using CIT was to use interpretivist approach not only for induction of suitable inferences from the data, but it provided us a fair chance to problematize existing theory and contribute something original and novel to the theory of Dark Triad of leadership. After transcribing all interviews, the suitable themes were generated. In the first step, dark triad of traits was identified through examples identifying the behaviors of supervisors and leaders. In the second step, the outcomes and implications of these behaviors are discussed. Thus, by applying these techniques critically, researcher was able to get new insight into the phenomenon of dark side of leadership and its impact on teachers that may not have been known otherwise [32]. In the following sections, the Dark Triad is discussed with relevant examples from critical incidents reported by the school teachers, the partici-

Machiavellianism is linked with weakening organizational, supervisory and team commitment [33]; most of such managers are reported as abusive supervisors by the people who work under them [34]. All they want is 100% compliance; they cannot listen to what they have

*A teacher narrated an incident: she was writing something on board and could not pay attention to a boy's mischief; she did not miss the chance to insult me; she came into the class and delivered lecture on classroom discipline, whereas, she could have controlled the student herself with a simple eye gesture; but how would she get a chance to braggart about her knowledge. In another incident, a teacher of a boarding school went to attend a marriage ceremony. She had to return by 9:00 pm but she got late. Next day the principal called for a written explanation, which is usually taken on a major offense.*

*Another teacher told her story: Five months back, I was appointed as ESE teacher. I had experience of teaching but not in public institutions, that's why I took special one month training. I learned during training that learning is contextual and performance depends upon previous status of learning and there is always step by step improvement. We have to correlate our teaching strategies to the school environment is compatible with background of students. I was given the responsibility of class three. The previous class result was pathetic that's why I had to work hard to improve result. I did not have any idea of the expectations; neither school head told me any. I tried my level best to fulfill my duty* 

not expected and lose temper. Some incidents narrated by teachers are related below:

from the researcher [28].

10 Dark Sides of Organizational Behavior and Leadership

pants of the research.

**3. Machiavellianism**

The narcissists differ greatly in self-adoration, self-evaluation, and sense of self-grandeur [42, 43]. They are perceived as vain, egocentric, and domineering personality who do not tend to look beyond where their nose ends. The narcissists have an endless desire to get recognized for their intelligence, superiority and excellent character and personality [1]. They want to prove that they are the best of all and can do what others cannot; narcissists invite envy, acknowledgment, approval and flattery [44, 45]. Narcissists exaggerate their creative intelligence, leading ability and capacity, in comparison with their peers [46–48]. Their preoccupations with themselves confuse and disturb others [1, 15]. Although narcissists are charismatic and most sociable of all DTs, their indirect need for power [47] seems unethical [49, 50] in managers.

*Many teachers had disclosed that seniority is very much celebrated attribute in Pakistani schools. Most of the conflicts among teachers are about seniority and personal worth in terms of work experience and not diversity of knowledge; it seems all knowledge and experience is about managing negative attitudes of others, how to bear insults and injustice and how to tolerate degradation and zero appreciation of your hard work. There is a long and hard way to go to earn respect from other colleagues.*

*Some young teachers complained that they are more qualified than head teachers especially in case of freshly hired teachers who are MPhil. Their high qualification is often ridiculed, targeted to make them realize that they don't know enough and they are not doing things right, so that they can be disciplined unless someone is related to any high ranked officer or has some strong political connection.*

A narcissist would never endear intellectuals near him/her—any person who is more intelligent or creative than them. A narcissist is the person who aspires to claim all credit unto him/ herself. They would hesitate to say: we did it. He or she will keep the person tight folded and hard bound. Therefore, there is always lack of talent around them; either people deliberately underperform to remain at peace with them or remain wary of being discredited of their hard efforts. Narcissists have a high element of pride attached with their work. They are good listeners; they listen carefully when people give feedback on their performance and later judge whether or not their remarks were sincere.

*A teacher told her story: One day principal called me in her office and told me that head of another campus wanted me to be transferred to him as an accountant but I don't want to send you so I myself must deny the offer as it was not much feasible either. Then she started telling me about certain negative factors about the other campus. She didn't want to deny the other principal risking her professional relationships. She wanted me to stay with her as I am shy and comply with her work demands and attitudes. She knew that I will adjust very well there but insisted on keeping me with her, in spite of the fact that I was very much interested in the transfer. I wondered that people are seeking personal benefit* 

Dark Side of Leadership in Educational Setting http://dx.doi.org/10.5772/intechopen.78790 13

*Finally, I decided to join the other campus as an accountant realizing that teachers are less valued than the accountants. Before leaving I had to take 10 days training for accountancy, which I took but I was not passed in the test and could never go to other branch. Later, I had to do double duty for my madam, both of teaching and accountancy to stay in the job. I had to face such an ill treatment until she herself was transferred. People become vindictive for a life time if you oppose them even for a minor reason.* Psychopaths can target people for their specific aims; they enjoy making fools of others,

*A teacher recounted: Once an officer came for school inspection and the school head was not present there, she had gone on a visit to another branch. The officer commander her immediate return and reprimanded her without even listening to her. At last, when he cooled down and acknowledged that she was right, he did not apologize and left. The headmistress then turned toward us to displace her anger* 

*The other told her story: The school head was on a usual school round; she saw a key book on a child's desk and started shouting that why are you using key book for teaching. She was told that it is necessary to teach grammar but she did not listen and insulted us all. She tagged me as rude and ill-mannered as* 

They are always scheming and planning to get advantage and would attempt to ruin whoever comes in their way. They are masters in diverting attention of others by successfully masking

*one teacher reported that her headmistress removed all staff reporting to higher ups that the teachers were caught during helping students in cheating for their exams. Teachers are oppressed and depressed; there is a general comment: Nobody is accepting and respecting the role of teachers in education. Anybody can easily take a step against teachers. Another teacher reported that she went to the washroom for two minutes. The headmistress was on round; she came to her class and started to ask the students where* 

DTs may demonstrate soft reaction (e.g., ungratefulness and irrationality) or hard measures (e.g., assertiveness and direct manipulations) while pursuing their personal goals [1]. Whether characterized by an impulse of using force, being "hard" and "pushing" or being soft distinguished by glib charm and manipulativeness. However, leaders occupy much stronger positions in the middle and upper hierarchy, more than what could be desired for [1, 53, 58]. Machiavellianism and primary psychopathy appear to be completely identical psychological concepts [62] for their uncontrolled ambition and aggression, exploitation, tendency to harm others both physically and psychologically. Psychopaths are more unscrupulous in taking

unmindful of the harm and psychological pain they cause others [10].

*and blamed all of us for her insult. Where would we turn? To our students…?*

themselves in sweetness and smartness. They can lie shamelessly, as

*your teacher is. When I returned, she started to insult me in front of the class.*

**6. Overlapping characteristics of the dark triad**

*and completely ignoring what I had wanted.*

*I had tried to explain.*
