When Time Pressure Turns Toxic: How Work Stress and Dark Traits Drive Counterproductive Behavior

What is it about?

This study examines how time-related work stress—the feeling of not having enough time to complete job tasks—can lead employees to engage in counterproductive work behaviors (CWB), such as cutting corners or intentionally reducing effort. Drawing on conservation of resources theory, the authors propose that time pressure depletes employees’ psychological resources, prompting them to retaliate or disengage from productive work. The research also explores how this harmful link is amplified by dark personality traits—specifically Machiavellianism, narcissism, and psychopathy. Based on two-wave survey data from 127 employees in Pakistani organizations, the findings reveal that employees who feel pressed for time are more likely to engage in CWB, particularly when they possess dark triad tendencies. These personality traits intensify stress responses by encouraging self-serving, manipulative, or callous behaviors when individuals perceive threats to their control or reputation. In contrast, employees with lower levels of these traits are less likely to respond destructively to time pressure. For organizations, the study underscores the importance of managing time-related stress through realistic workloads, supportive supervision, and clear prioritization. It also highlights the need to monitor and mitigate the influence of dark personality traits in the workplace, as such traits can transform ordinary job stress into harmful actions that undermine team cohesion and organizational performance.

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Photo by SEO Galaxy on Unsplash

Photo by SEO Galaxy on Unsplash

Why is it important?

This research is unique in showing that time pressure, a common workplace stressor, can directly fuel counterproductive work behaviors, and that this link depends on employees’ dark personality profiles. By integrating personality psychology with stress theory, it explains why the same stressful condition can elicit destructive reactions in some individuals but not others. The study is timely, given the increasing pace and performance demands of modern organizations. Conducted in Pakistan, it sheds light on how cultural and contextual pressures interact with personal traits to shape ethical and behavioral outcomes, offering managers actionable insights to prevent stress-driven misconduct.