Scandinavian journal of psychology
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Faking may affect hiring decisions in personnel selection. All the antecedents of faking are still not known. The present study investigates the association between applicants' reactions about the selection procedure and their tendency to fake. ⋯ After completing the selection process, the applicants filled out a questionnaire about their test reactions (Chan, Schmitt, Sacco & DeSohon, 1998b) and a faking scale, the Balanced Inventory of Desirable Responding (Paulhus, 1991). The results based on Structural Equation Modelling (SEM) indicated that the more positive reactions applicant had about the selection procedure the more impression management they had. The applicant reactions were not associated with self-deception.
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In this study, we explore personality and situational conditions in which negative leadership - specifically, abusive supervision - is associated with aggressive behavior in subordinates. That is, we examine the role that interactional justice and narcissism play in an employee's decision to respond aggressively to an abusive supervisor. ⋯ In addition, we demonstrate that narcissism interacts with interactional justice perceptions to predict workplace aggression. We find that individuals with high levels of narcissism are the employees who are most likely to respond aggressively when they interpret their leader's behavior as abusive.