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:
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Machiavellianism – manipulative, strategic behaviour focused on personal gain
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Narcissism – excessive self-confidence, ego, and desire for admiration
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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:
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Corruption and unethical behaviour
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The overall impact of dark traits on projects
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Biases in decision-making
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Leadership style and employee wellbeing
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Selective reporting of bad news
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Authoritarian or toxic leadership
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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:
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poor decision-making
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hidden problems and delayed reporting
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toxic team environments
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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:
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Confidence and decisiveness, often linked to narcissism, can help leaders make bold decisions.
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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:
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incorporating personality assessment into leadership selection
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promoting ethical leadership and accountability
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encouraging open reporting cultures where bad news is not hidden
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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