[1. Anderson, H. J., Baur, J. E., Griffith, J. A., Buckley, M. R. (2017). What Works for You may not Work for (Gen) Me: Limitations of Present Leadership Theories for the New Generation // The Leadership Quarterly. Vol. 28, No.1, pp. 245–260. doi: 10.1016/j.leaqua.2016.08.00110.1016/j.leaqua.2016.08.001]Search in Google Scholar
[2. Avolio, B. J., Bass, B. M. (2004). Multifactor Leadership Questionnaire (MLQ). – Mind Garden.]Search in Google Scholar
[3. Bejtkovský, J. (2016). The Employees of Baby Boomers Generation, Generation X, Generation Y and Generation Z in Selected Czech Corporations as Conceivers of Development and Competitiveness in their Corporation // Journal of Competitiveness. Vol. 8, No. 4, pp. 105–123. doi: 10.7441/joc.2016.04.0710.7441/joc.2016.04.07]Search in Google Scholar
[4. Bencsik, A., Horváth-Csikós, G., Juhász, T. (2016). Y and Z Generations at Workplaces // Journal of Competitiveness. Vol. 8, No. 3, pp. 90–106. doi: 10.7441/joc.2016.03.0610.7441/joc.2016.03.06]Search in Google Scholar
[5. Boddy, C. R. (2006). The Dark Side of Management Decisions: Organisational Psychopaths // Management Decision. Vol. 44, No. 10, pp. 1461–1475. doi: 10.1108/0025174061071575910.1108/00251740610715759]Search in Google Scholar
[6. Boddy, C. R. (2010). Corporate Psychopaths and Organizational Type // Journal of Public Affairs. Vol. 10, No. 4, pp. 300–312. doi: 10.1002/pa.36510.1002/pa.365]Search in Google Scholar
[7. Chillakuri, B., Mahanandia, R. (2018). Generation Z Entering the Workforce: The Need for Sustainable Strategies in Maximizing their Talent // Human Resource Management International Digest. Vol. 26, No. 4, pp. 34–38. doi: 10.1108/HRMID-01-2018-000610.1108/HRMID-01-2018-0006]Search in Google Scholar
[8. Chung, K. L., Charles, K. (2016). Giving the Benefit of the Doubt: The Role of Vulnerability in the Perception of Dark Triad Behaviours // Personality and Individual Differences. Vol. 101, pp. 208–213. doi: 10.1016/j.paid.2016.05.05910.1016/j.paid.2016.05.059]Search in Google Scholar
[9. Csobanka, Z. E. (2016). The Z Generation // Acta Technologica Dubnicae. Vol. 6, No. 2, pp. 63–76. doi: 10.1515/atd-2016-001210.1515/atd-2016-0012]Search in Google Scholar
[10. Dahling, J. J., Whitaker, B. G., Levy, P. E. (2009). The Development and Validation of a New Machiavellianism Scale // Journal of Management. Vol. 35, No. 2, pp. 219–257. doi: 10.1177/014920630831861810.1177/0149206308318618]Search in Google Scholar
[11. Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., Humphrey, S. E. (2011). Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity // Personnel Psychology. Vol. 64, No. 1, pp. 7–52. doi: 10.1111/j.1744-6570.2010.01201.x10.1111/j.1744-6570.2010.01201.x]Search in Google Scholar
[12. Ehrich, J. F., Ehrich, L. C. (2014). Profile of a Narcissistic Leader: Coffee’s for Closers Only. In The Contribution of Fiction to Organizational Ethics // Emerald Group Publishing Limited, pp. 81–102, doi: 10.1108/ S1529-20962014000001100410.1108/S1529-209620140000011004]Search in Google Scholar
[13. Forsyth, D. R.., Banks, G. C., McDaniel, M. A. (2012). A Meta-analysis of the Dark Triad and Work Behavior: A Social Exchange Perspective // Journal of Applied Psychology. Vol. 97, No. 3, pp. 557–579. doi: 10.1037/a002567910.1037/a0025679]Search in Google Scholar
[14. Fratričová, J., Kirchmayer, Z. (2018). Barriers to Work Motivation of Generation Z // Journal of Human Recourse Management. Vol. 11, No. 2, pp. 28–39. Internet access: https://ideas.repec.org/a/cub/journl/v21y2018i2p28-39.html [accessed July 15, 2019].]Search in Google Scholar
[15. Furnham, A., Trickey, G., Hyde, G. (2012). Bright Aspects to Dark Side Traits: Dark Side Traits Associated with Work Success // Personality and Individual Differences. Vol. 52, No. 8, pp. 908–913. doi: 10.1016/j.paid.2012.01.02510.1016/j.paid.2012.01.025]Search in Google Scholar
[16. Furtner, M. R., Maran, T., Rauthmann, J. F. (2017). Dark Leadership: The Role of Leaders’ Dark Triad Personality Traits // Annals of Theoretical Psychology: Vol. 15. Leader Development Deconstructed, pp. 75–99. doi: 10.1007/978-3-319-64740-1_410.1007/978-3-319-64740-1_4]Search in Google Scholar
[17. Gaddis, B. H., Foster, J. L. (2015). Meta-analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders Across the Globe: Findings and Implications for Leadership Development and Executive Coaching // Applied Psychology. Vol. 64, No. 1, pp. 25–54. doi: 10.1111/apps.1201710.1111/apps.12017]Search in Google Scholar
[18. Hiller, N. J., DeChurch, L. A., Murase, T., Doty, D. (2011). Searching for Outcomes of Leadership: A 25-year Review // Journal of Management. Vol. 37, No. 4, pp. 1137–1177. doi: 10.1177/014920631039352010.1177/0149206310393520]Search in Google Scholar
[19. Jauk, E., Neubauer, A. C., Mairunteregger, T., Pemp, S., Sieber, K. P., Rauthmann, J. F. (2016). How Alluring are Dark Personalities? The Dark Triad and Attractiveness in Speed Dating // European Journal of Personality. Vol. 30, No. 2, pp. 125–138. doi: 10.1002/per.204010.1002/per.2040]Search in Google Scholar
[20. Javidan, M., Dorfman, P. W., De Luque, M. S., House, R. J. (2006). In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE // Academy of Management Perspectives. Vol. 20, No. 1, pp. 67–90. doi: 10.5465/AMP.2006.1987341010.5465/amp.2006.19873410]Search in Google Scholar
[21. Jonason, P. K., Webster, G. D. (2010). The Dirty Dozen: A Concise Measure of the Dark Triad // Psychological Assessment. Vol. 22. No. 2, pp. 420–432. doi: 10.1037/a001926510.1037/a0019265]Search in Google Scholar
[22. Jonason, P. K., Slomski, S., Partyka, J. (2012). The Dark Triad at Work: How Toxic Employees Get their Way // Personality and Individual Differences. Vol. 52, No. 3, pp. 449–453. doi: 10.1016/j.paid.2011.11.0010.1016/j.paid.2011.11.008]Search in Google Scholar
[23. Jones, D. N., Figueredo, A. J. (2013). The Core of Darkness: Uncovering the Heart of the Dark Triad // European Journal of Personality. Vol. 27, No. 6, pp. 521–531. doi: 10.1002/per.189310.1002/per.1893]Search in Google Scholar
[24. Kapoor, H. (2015). The Creative Side of the Dark Triad // Creativity Research Journal. Vol. 27, No.1, pp. 58–67. doi: 10.1080/10400419.2014.96177510.1080/10400419.2014.961775]Search in Google Scholar
[25. Krick, A., Tresp, S., Vatter, M., Ludwig, A., Wihlenda, M. (2016). The Relationships Between the Dark Triad, the Moral Judgment Level, and the Students’ Disciplinary Choice // Journal of Individual Differences. Vol. 37, No.1, pp. 24–30. doi: 10.1027/1614-0001/a00018410.1027/1614-0001/a000184]Search in Google Scholar
[26. Lanz, M., Sorgente, A., Tagliabue, S. (2018). Inter-rater Agreement Indices for Multiple Informant Methodology // Marriage & Family Review. Vol. 54, No. 2, pp. 148–182. doi: 10.1080/01494929.2017.134091910.1080/01494929.2017.1340919]Search in Google Scholar
[27. Lin, C. S., Huang, P. C., Chen, S. J., Huang, L. C. (2017). Pseudo-transformational Leadership is in the Eyes of the Subordinates // Journal of Business Ethics. Vol. 141, No. 1, pp. 179–190. doi: 10.1007/s10551-015-2739-510.1007/s10551-015-2739-5]Search in Google Scholar
[28. Mathieu, C., Neumann, C., Babiak, P., Hare, R. D. (2014). Corporate Psychopathy and the Full-Range Leadership Model // Assessment. Vol. 22, No. 3, pp. 267–278. doi: 10.1177/107319111454549010.1177/1073191114545490]Search in Google Scholar
[29. McCrindle, M., Wolfinger, E. (2009). The ABC of XYZ: Understanding the Global Generations. The ABC of XYZ. – Sydney: UNSW Press]Search in Google Scholar
[30. Muris, P., Meesters, C., Timmermans, A. (2013). Some Youths have a Gloomy Side: Correlates of the Dark Triad Personality Traits in Non-clinical Adolescents // Child Psychiatry & Human Development. Vol. 44, No. 5, pp. 658–665. doi: 10.1007/s10578-013-0359-910.1007/s10578-013-0359-9]Search in Google Scholar
[31. Myung, J. K., Choi, Y. H. (2017). The Influences of Leaders’ Dark Triad Trait on Their Perception of CSR // Asian Journal of Sustainability and Social Responsibility. Vol. 2, No. 1, pp. 7–21. doi: 10.1186/s41180-017-0013-810.1186/s41180-017-0013-8]Search in Google Scholar
[32. Northouse, P. G. (2009). Leadership: Theory and Practice. Seventh edition. – Los Angeles: SAGE Publications, Inc.]Search in Google Scholar
[33. Oc, B., Bashshur, M. R. (2013). Followership, Leadership and Social Influence // Leadership Quarterly. Vol. 4, No. 6, pp. 919–934. doi: 10.1016/j.leaqua.2013.10.00610.1016/j.leaqua.2013.10.006]Search in Google Scholar
[34. O’Neill, T. A. (2017). An Overview of Interrater Agreement on Likert Scales for Researchers and Practitioners // Frontiers in Psychology. Vol. 8, No. 777. doi: 10.3389/fpsyg.2017.0077710.3389/fpsyg.2017.00777]Search in Google Scholar
[35. Ozkan, M., Solmaz, B. (2015). The Changing Face of the Employees–Generation Z and their Perceptions of Work (A Study Applied to University Students) // Procedia Economics and Finance. Vol. 26, pp. 476–483. doi: 10.1016/ S2212-5671(15)00876-X10.1016/S2212-5671(15)00876-X]Search in Google Scholar
[36. Paulhus, D. L., Williams, K. M. (2002). The Dark Triad of Personality: Narcissism, Machiavellianism, and Psychopathy // Journal of Research in Personality. Vol. 36, No. 6, pp. 556–563. doi: 10.1016/S0092-6566(02)00505-610.1016/S0092-6566(02)00505-6]Search in Google Scholar
[37. Sendjaya, S., Pekerti, A., Härtel, C., Hirst, G., Butarbutar, I. (2016). Are Authentic Leaders Always Moral? The Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality // Journal of Business Ethics. Vol. 133, No. 1, pp. 125–139. doi: 10.1007/ s10551-014-2351-010.1007/s10551-014-2351-0]Search in Google Scholar
[38. Singh, A. P., Dangmei, J. (2016). Understanding the Generation Z, the Future Workforce // South-Asian Journal of Multidisciplinary Studies. Vol. 3, No. 3, pp. 1–5. Internet access: https://www.researchgate.net/publication/305280948_UNDERSTANDING_THE_GENERATION_Z_THE_FUTURE_WORKFORCE [accessed July 20, 2019].]Search in Google Scholar
[39. Smith, M. B., Hill, A. D., Wallace, J. C., Recendes, T., Judge, T. A. (2018). Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda // Journal of Management. Vol. 44, No.1, pp. 191–217. doi: 10.1177/014920631773351110.1177/0149206317733511]Search in Google Scholar
[40. Spain, S. M., Harms, P., LeBreton, J. M. (2014). The Dark Side of Personality at Work // Journal of Organizational Behavior. Vol. 35, No. S1, pp. S41–S60. doi: 10.1002/job.189410.1002/job.1894]Search in Google Scholar
[41. Stelmokienė, A., Vadvilavičius, T. (2019). Development of Dark Triad leaders’ Scenarios for Leadership Psychology Research // International Journal of Psychology: A Biopsychosocial Approach. Kaunas: Vytauto Didžiojo universitetas. In press.]Search in Google Scholar
[42. Targamadzė, V., Girdzijauskienė, S., Šimelionienė, A., Pečiuliauskienė, P., Nauckūnaitė, Z. (2015). Naujoji (Z) karta-prarastoji ar dar neatrastoji? Naujosios (Z) kartos vaiko mokymosi procesų esminių aspektų identifikavimas. – Vilnius: Specialiosios pedagogikos ir psichologijos centras.]Search in Google Scholar
[43. Turner, A. (2015). Generation Z: Technology and Social Interest // The Journal of Individual Psychology. Vol. 71, No. 2, pp. 103–113. doi: 10.1353/jip.2015.002110.1353/jip.2015.0021]Search in Google Scholar
[44. Van Knippenberg, D., Sitkin, S. B. (2013). A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? // The Academy of Management Annals. Vol. 7, No. 1, pp. 1–60. doi: 10.5465/19416520.2013.75943310.5465/19416520.2013.759433]Search in Google Scholar
[45. Volmer, J., Koch, I. K., Göritz, A. S. (2016). The Bright and Dark Sides of Leaders’ Dark Triad Traits: Effects on Subordinates’ Career Success and Well-being // Personality and Individual Differences. Vol. 101, pp. 413–418. doi: 10.1016/j.paid.2016.06.04610.1016/j.paid.2016.06.046]Search in Google Scholar
[46. Wiedmer, T. (2015). Generations do Differ: Best Practices in Leading Traditionalists, Boomers, and Generations X, Y, and Z // Delta Kappa Gamma Bulletin. Vol. 82, No. 1, pp. 25–51. Internet access: https://www.questia.com/library/journal/1P3-3971765321/generations-do-differ-best-practices-in-leading-traditionalists [accessed July 15, 2019].]Search in Google Scholar
[47. Wisse, B., Sleebos, E. (2016). When the Dark Ones Gain Power: Perceived Position Power Strengthens the Effect of Supervisor Machiavellianism on Abusive Supervision in Work Teams // Personality and Individual Differences. Vol. 99, pp. 122–126. doi: 10.1016/j.paid.2016.05.01910.1016/j.paid.2016.05.019]Search in Google Scholar
[48. Zeigler-Hill, V., VoNk, J. (2015). Dark Personality Features and Emotion Dysregulation // Journal of Social and Clinical Psychology. Vol. 34, No. 8, pp. 692–704. doi: 10.1521/jscp.2015.34.8.69210.1521/jscp.2015.34.8.692]Search in Google Scholar