When we think about successful project managers, we often imagine people who are organised, collaborative, and inspiring leaders. Much of the research in project management has traditionally focused on these positive leadership qualities.

But what happens when leaders bring darker personality traits into projects?

A recent study by CBISS theme lead Maxwell Chipulu and colleagues explores this overlooked side of project leadership. Their research reviews over three decades of academic studies to understand how “dark personality traits” influence projects and the people working on them.

The findings suggest something important: while we often celebrate good leadership traits, negative personality traits may have an even stronger impact on project outcomes.

What Are “Dark Personality Traits”?

Psychologists often refer to the “Dark Triad” of personality traits:

• Machiavellianism – manipulative, strategic behaviour focused on personal gain

• Narcissism – excessive self-confidence, ego, and desire for admiration

• Psychopathy – impulsivity, lack of empathy, and disregard for rules

These traits are not necessarily clinical disorders. Instead, they exist on a spectrum and can appear in everyday workplace behaviour.

In project environments—where pressure, deadlines, and complex decisions are common—these traits can become especially visible.

Why Projects Are a Perfect Environment for Personality to Matter

Projects are very different from routine work.

They are often temporary, fast-paced, and involve teams from different backgrounds. This creates a high-pressure environment where leadership behaviour becomes highly visible.

Research shows that when negative behaviours appear in these situations, they can have a disproportionate impact. In fact, negative actions tend to have stronger psychological effects than positive ones.

That means one toxic leader can significantly affect team morale, decision-making, and ultimately project success.

Seven Ways Dark Traits Show Up in Projects

By analysing decades of research, the study identified seven major themes where dark personality traits influence projects:

1. Corruption and unethical behaviour

2. The overall impact of dark traits on projects

3. Biases in decision-making

4. Leadership style and employee wellbeing

5. Selective reporting of bad news

6. Authoritarian or toxic leadership

7. The relationship between personality traits and project outcomes

Many of these issues are familiar to anyone who has worked in complex organisations: leaders ignoring bad news, blaming teams for failures, or manipulating information.

The Cost of Ignoring the “Dark Side”

The consequences can be serious.

Studies suggest that most organisations have experienced harmful behaviours linked to dark personality traits, costing billions globally through lost productivity, conflict, and failed initiatives.

In projects specifically, these behaviours may lead to:

• poor decision-making

• hidden problems and delayed reporting

• toxic team environments

• budget overruns or failed projects

Understanding these risks is critical because project managers often hold significant authority over teams and resources.

Are Dark Traits Always Bad?

Interestingly, the research suggests the picture is more complex.

Certain traits sometimes associated with the “dark side” can occasionally produce positive outcomes. For example:

• Confidence and decisiveness, often linked to narcissism, can help leaders make bold decisions.

• Strategic thinking, associated with Machiavellianism, can help navigate complex stakeholder environments.

However, the same traits can easily cross a line and become destructive.

The challenge for organisations is not simply identifying these traits—but understanding when they become harmful.

What Organisations Can Do

The study suggests that organisations should pay more attention to personality when selecting and developing project leaders.

Some possible approaches include:

• incorporating personality assessment into leadership selection

• promoting ethical leadership and accountability

• encouraging open reporting cultures where bad news is not hidden

• building teams that balance different personality types

These steps can help reduce the risks associated with harmful leadership behaviours.

Why This Research Matters

Projects are the engines of modern organisations. They build infrastructure, develop technology, and drive innovation.

But projects are also deeply human systems.

Understanding the psychological side of leadership—including the darker aspects—can help organisations create healthier teams and more successful projects.

As this research shows, the question is not just “Who is the most capable project manager?”

It may also be “What kind of personality are we putting in charge?”

A full research article is here

What research from Mauritius and Zimbabwe tells us

A recent study published in Gender, Work & Organization explores an important question: Does financial independence automatically empower women?

The research, co-authored by Dr Melina Doargajudhur (a CBISS member) and an international team of scholars, examines how financial independence shapes the lives of married women in two Global South countries: Mauritius and Zimbabwe. The findings reveal that while earning an income is important, true empowerment is more complex than simply having money.

Why Financial Independence Matters

Across many societies, women have historically faced barriers to education, employment, and financial decision-making. In many Global South contexts, deeply rooted social norms and patriarchal structures still influence how women participate in economic and family life. Financial independence—earning and managing one’s own income—can provide women with greater security and autonomy. It can allow them to contribute to household expenses, invest in their future, and support their families.

However, the research suggests that income alone does not guarantee empowerment.

Listening to Women’s Experiences

The study draws on 55 in-depth interviews with married women in Mauritius and Zimbabwe. These conversations explored how women experience financial independence in their daily lives, at home and in their communities.

From these interviews, three key themes emerged:

1. Societal and institutional factors

2. Financial independence and autonomy

3. Relational empowerment

Together, these themes help explain how financial independence interacts with social structures and relationships.

1. The Power of Social and Cultural Norms

In many cases, women reported that societal expectations still shape their opportunities.

Traditional gender roles often place women in caregiving positions and expect men to be the primary breadwinners. Even when women work and earn income, their contributions may still be viewed as secondary.

Some participants described ongoing barriers, including:

• unequal access to education in certain communities

• limited career advancement opportunities

• social pressure to prioritize marriage and family responsibilities

Despite these challenges, many women noted that attitudes are gradually changing, with communities increasingly recognizing women’s achievements.

2. Financial Independence Brings New Opportunities

Many of the women interviewed described financial independence as a source of security and self-reliance.

Being able to earn and manage their own income allowed them to:

• support their families

• invest in education or housing

• plan for the future

• make personal spending decisions

For these women, financial independence provided not only economic benefits but also a sense of dignity and confidence.

However, the study also highlights that some women remain financially dependent due to factors such as unpaid domestic work or limited employment opportunities.

3. Empowerment Happens in Relationships

One of the most important insights from the research is the concept of “relational empowerment.”

Rather than being purely individual, empowerment often develops through relationships—especially within families and marriages.

For example, women reported greater empowerment when:

• they could participate in household decision-making

• their opinions were valued by their spouses

• financial responsibilities were shared

• partners supported their careers

In contrast, women who faced controlling or traditional household dynamics often experienced limited decision-making power, even if they had an income.

Why This Research Matters

The study shows that financial independence is necessary but not sufficient for empowerment. Structural factors such as social norms, legal systems, and family dynamics also shape women’s ability to exercise agency. In other words, empowerment is not just about earning money—it is about having the ability to make meaningful choices in one’s life.

Looking Ahead: Supporting Women’s Empowerment

The authors suggest several ways to strengthen women’s empowerment:

• improving enforcement of gender equality laws

• promoting financial literacy and entrepreneurship programs

• addressing unequal domestic responsibilities

• challenging cultural norms that restrict women’s agency

• creating supportive workplace policies

These changes require collaboration between governments, organizations, communities, and families.

Final Thoughts

This research reminds us that empowerment is a multi-dimensional and relational process. Financial independence can open doors, but true empowerment happens when women are able to participate fully in decisions that shape their lives.

Through studies like this, researchers—including CBISS member Melina Doargajudhur—are helping to deepen our understanding of how gender, work, and power interact in different global contexts.