Cynical people desire power but rarely acquire it: Exploring the role of cynicism in leadership attainment

Abstract

Abstract Do cynical individuals have a stronger desire for power and are they more likely to acquire power at work? The negative consequences of cynicism—for cynics themselves and the people around them—render the examination of these questions particularly important. We first examined the role of cynicism in power motives. Results showed that more cynical individuals have a greater desire for power to avoid exploitation by others (and less so to exploit others; Study 1) and score higher on dominance (but not prestige or leadership) motives (Study 2). The subsequent two studies examined the role of cynicism in power attainment at work. A study of virtual teams (Study 3) showed that more cynical individuals were less likely to emerge as group leaders, and a prospective study of ~9000 employees followed for up to 10 years (Study 4) showed that cynicism predicted a lower likelihood of attaining a leadership position in organizations. Taken together, more (vs. less) cynical individuals have a stronger power—in particular, dominance—motive but they are not more successful at power acquisition. These findings inform the literature on cynicism and power and highlight the importance of cynical worldviews for leadership attainment.