1. Describe the lack of organizational fit and provide a work example. What can leaders do to avoid being seen as organizational culture misfits?

2. Refer to Table 17.2 and select any five dark-side personality traits and match those traits with leaders on the world stage.

TABLE 17.2 Dark-Side Personality Traits Excitable Skeptical Cautious Reserved Leisurely Bold Imaginative Leaders with these tendencies have difficulties building teams because of their dramatic mood swings, emotional outbursts, and inability to persist on projects. Diligent Leaders with this dark-side trait have an unhealthy mistrust of others, are constantly questioning the motives and challenging the integrity of their followers, and are vigilant for signs of disloyalty. Dutiful Because these leaders are so fearful of making "dumb" mistakes, they alienate their staffs by not making decisions or taking action on issues. During times of stress these leaders become extremely withdrawn and are uncommunicative, difficult to find, and unconcerned about the welfare of their affs. Mischievous These leaders tend to be quite charming but take pleasure in seeing if they can get away with breaking commitments, rules, policies, and laws. When caught, they also believe they can talk their way out of any problem. These passive-aggressive leaders will exert effort only in the pursuit of their own agendas and will procrastinate on or not follow through with requests that are not in line with their agendas. Colorful Leaders with this tendency believe they are hot and have an unhealthy need to be the center of attention. They are so preoccupied with being noticed that they are unable to share credit, maintain focus, or get much done. Because of their narcissistic tendencies, these leaders often get quite a bit done. But their feelings of entitlement, inability to share credit for success, tendency to blame their mistakes on others, and inability to learn from experience often result in trails of bruised followers. Followers question the judgment of leaders with this tendency because these leaders think in eccentric ways, often change their minds, and make strange or odd decisions. Because of their perfectionist tendencies, these leaders frustrate and disempower their staffs through micromanagement, poor prioritization, and an inability to delegate. These leaders deal with stress by showing ingratiating behavior to superiors. They lack spines, are unwilling to refuse unrealistic requests, won't stand up for their staffs, and burn them out as a result. Source: Hogan Assessment Systems, The Hogan Development Survey (Tulsa, OK: 2002).