The evidence is clear: nice guys and gals don't finish last, and being a selfish jerk won't propel you ahead. This is the resounding conclusion from a longitudinal study tracking individuals with obnoxious traits—selfish, combative, and manipulative personalities—from college or graduate school to their career positions 14 years later.
“I was surprised by the consistency of the findings. Regardless of the individual or context, unpleasantness gave people no advantage in the struggle for power—even in more cutthroat, 'dog-eat-dog' organizational cultures," said Berkeley Haas professor Cameron Anderson, co-author of the study.
Two longitudinal studies
Researchers assessed personalities of undergraduate and MBA students at three universities, then followed up over a decade later. They evaluated participants' power and rank in workplace hierarchies, organizational cultures, and behaviors as reported by colleagues. Consistently, those high in unpleasant traits were no more likely to gain power than those who were generous, trustworthy, and kind.
Obnoxious individuals may reach power positions, but they don't advance faster. Any short-term gains from intimidation are offset by damaged relationships, Anderson explains. In contrast, extroverts advanced most due to their sociability, energy, and assertiveness—aligning with prior research.
Toxic role models Long fascinated by whether Machiavellian aggression aids advancement, Anderson studies social status. This matters for managers: research shows jerks in power abuse it, prioritize self-interest, foster corruption, and doom organizations. They also model toxicity for society.
For instance, Steve Jobs' biography might inspire, “If I become a bigger jerk, I'll succeed like him,” the authors note.
Defining unpleasantness
Participants completed the Big Five Inventory (BFI), assessing openness, conscientiousness, extraversion, neuroticism, and agreeableness. Unpleasantness—a stable trait—manifests as quarrelsome, cold, manipulative behavior that insults, cheats, and disregards others.
In the first study of 457 participants, no link existed between power and unpleasantness, across gender, race, ethnicity, industry, or culture.
Four roads to power
The second study examined paths to power: dominant-aggressive (intimidation), political (alliances), communal (helping), and competent (job excellence). Colleagues' ratings of hierarchy position and behavior matched self-reports.
