Both. Whether you’re considering empathy or competency.
Increased power—in pay or in authority—may be followed by decreased empathy (they turn bad). Conversely, dark triad traits have been linked with success like promotion to management (they were bad already). The research on this side has been criticized, mainly for methodology. I think the underlying idea makes intuitive sense.
On the competency side, there’s the Peter Principle, originally satirical but subsequently researched. Good employees are promoted to a position of incompetence (they turn bad, or rather, are promoted until they are no longer good). Or, they were incompetent and promoted anyway to get them out of the way (they were bad).
And the mechanisms are not mutually exclusive. E.g., a good employee is promoted, they are bad as a manager, then entrench as their new authority leads to less empathy.
Both. Whether you’re considering empathy or competency.
Increased power—in pay or in authority—may be followed by decreased empathy (they turn bad). Conversely, dark triad traits have been linked with success like promotion to management (they were bad already). The research on this side has been criticized, mainly for methodology. I think the underlying idea makes intuitive sense.
On the competency side, there’s the Peter Principle, originally satirical but subsequently researched. Good employees are promoted to a position of incompetence (they turn bad, or rather, are promoted until they are no longer good). Or, they were incompetent and promoted anyway to get them out of the way (they were bad).
And the mechanisms are not mutually exclusive. E.g., a good employee is promoted, they are bad as a manager, then entrench as their new authority leads to less empathy.