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

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 similar to 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.