Reality at odds with perceptions: narcissistic leaders and group performance

Although narcissistic individuals are generally perceived as arrogant and overly dominant, they are particularly skilled at radiating an image of a prototypically effective leader. As a result, they tend to emerge as leaders in group settings. Despite people's positive perceptions of narcissists as leaders, it was previously unknown if and how leaders' narcissism is related to the performance of the people they lead. In this study, we used a hidden-profile paradigm to investigate this question and found evidence for discordance between the positive image of narcissists as leaders and the reality of group performance. We hypothesized and found that although narcissistic leaders are perceived as effective because of their displays of authority, a leader's narcissism actually inhibits information exchange between group members and thereby negatively affects group performance. Our findings thus indicate that perceptions and reality can be at odds and have important practical and theoretical implications.     

Who emerges as a leader? Meta-analyses of individual differences as predictors of leadership emergence

For more than sixty years, the leaderless group discussion (LGD) has been commonly used to assess leadership emergence and potential. This research focuses on individual differences as predictors of leader emergence in LGDs. Meta-analytic methods allowed us to combine and compare results from 45 studies, producing 196 effect sizes, and make statistically guided decisions about the strength of relationships between individual difference and personality variables and leadership emergence in LGDs. Consistent with more general research on leader emergence and effectiveness, we found a number of individual differences predictive of leader emergence in LGDs, most notably extraversion and authoritarian personality. This research augments previous meta-analytic research on personality and leadership with a focus specifically on the leaderless group discussion.     

Gender and leadership emergence: A meta‐analysis and explanatory model

Research has shown that men tend to emerge as leaders more frequently than women. However, societal role expectations for both women and leaders have changed in the decades since the last empirical review of the gender gap in leader emergence (Eagly & Karau, 1991). We leverage meta‐analytic evidence to demonstrate that the gender gap has decreased over time, but a contemporary gap remains. To understand why this gap in leader emergence occurs, we draw on social role theory to develop a Gender‐Agency/Communion‐Participation (GAP) Model—an integrative theoretical model that includes both trait and behavioral mechanisms. Specifically, we examine a sequence of effects: from gender to agentic and communal personality traits, from these traits to behavioral participation in group activities, and ultimately from participation to leader emergence. The model is tested using original meta‐analyses of the personality and behavioral mechanisms (coding 1,632 effect sizes total). Gender differences in leadership emergence are predominately explained by agentic traits (positive) and communal traits (negative), both directly and through the mechanism of participation in group discussions. In addition, several paths in the theoretical model are moderated by situational contingencies. Our study enhances knowledge of the mechanisms and boundary conditions underlying the gender gap in leader emergence.     

Uncertainty enhances the preference for narcissistic leaders

Narcissistic leaders present us with an interesting paradox, because they have positive as well as negative characteristics. As such, we argue that the nature of the context determines how suitable narcissists are perceived to be as leaders. Here we propose that a specific contextual factor, that is, uncertainty, increases the preference for narcissists as leaders. As an initial test of this prediction, the first study showed that narcissistic characteristics were evaluated as more desirable in a leader in an uncertain context rather than a certain context. In Studies 2 and 3, we further hypothesized and found that high narcissists are chosen as leaders more often than low narcissists, especially in uncertain (rather than certain) contexts. In all of the studies, individuals were shown to be aware of the negative features of narcissistic leaders, such as arrogance and exploitativeness, but chose them as leaders in times of uncertainty, regardless. Thus, a narcissistic leader is perceived as someone who can help reduce individual uncertainty. These results reveal the importance of contextual uncertainty in understanding the allure of narcissistic leaders. Copyright © 2013 John Wiley & Sons, Ltd.     

Grandiose Narcissism and Fairness in Social Exchanges

The present study explored how the personality variable, grandiose narcissism, was associated with various responses to unfairness such as retaliation, forgiveness and avoidance. Participants completed personality questionnaires and read a series of scenarios that depicted unfair treatment. They then answered questions concerning how they would respond to each scenario. Results revealed that grandiose narcissists were less likely to acquiesce and more likely to engage in revenge toward or avoid the person who treated them unfairly. Grandiose narcissism tended not to be associated with forgiveness in response to specific examples of unfair treatment. The consequences of narcissists’ more negative behavior during social exchanges are discussed, as are suggestions for future studies.     

自爱与他爱:自恋、共情与内隐利他的关系

自恋者具有低共情的人格特征,而共情是引发利他行为的重要动力。本文通过两个实验研究试图揭示不同情境下,自恋对共情与内隐利他的影响。结果表明:(1)自恋组与非自恋组被试均存在内隐利他倾向,且自恋组的内隐利他倾向显著低于非自恋组;(2)自恋组的共情能力显著低于非自恋组,其中,自恋组在情绪共情上显著低于非自恋组被试,两组在认知共情上差异不显著;(3)共情诱发对自恋组被试的共情与内隐利他均有显著影响。启动条件下自恋组被试的共情水平与内隐利他倾向显著高于控制条件下自恋组被试,且达到与非自恋组被试相同的水平,而非自恋组被试的共情与内隐利他倾向在两种实验条件下差异不显著;(4)共情诱发显著提高了自恋组被试的情感而非认知共情水平。     

Gender and gender-role categorization of emergent leaders: A critical review and comprehensive analysis

The influences of gender and gender role on emergent leadership in initially leaderless groups were examined. Subjects were multi-ethnic, multi-racial domestic and international M.B.A. students engaged in gender-neutral group projects throughout the term. The BSRI was administered near the beginning of the term and leader emergence measures were collected at the end of the term after many weeks of group interaction. Using leader emergence measures which allowed for the possibility of multiple group leaders, both masculine and androgynous group members emerged as leaders. In groups with one sole leader, masculine types were more likely to be nominated as the single leader than any other gender-role type. There were no gender effects on any measure of leader emergence.     

Distinguishing Subgroups of Narcissists with Latent Class Analysis

This study investigated grandiose narcissism from a categorical perspective. We tested whether subgroups of narcissists can be distinguished that differ in their expressions of more agentic (narcissistic admiration, ADM) and more antagonistic (narcissistic rivalry, RIV) pathways of narcissism. We analysed three German samples (total N = 2211; M_age = 26; 70% female) and one US sample (N = 971; M_age = 35; 74% female) using latent class analysis. Four subgroups of narcissists were consistently identified across samples from Germany and the United States: low narcissists, moderate narcissists primarily characterized by agentic aspects (ADM), moderate narcissists characterized by both agentic and antagonistic aspects (ADM + RIV), and high narcissists. The subgroups were systematically related to a number of personality traits (e.g. Machiavellianism, impulsivity) and adjustment indicators (e.g. self‐esteem, empathy). Members in the moderate narcissists—ADM subgroup showed the most adaptive characteristics while members in the moderate narcissists—ADM + RIV subgroup showed the most maladaptive characteristics. Investigating grandiose narcissism—a primarily quantitative trait—from a categorical perspective can yield valuable insights that would otherwise be overlooked. In addition, our results underline the utility of a self‐regulatory process approach to grandiose narcissism that distinguishes between agentic and antagonistic dynamics. Copyright © 2016 European Association of Personality Psychology     

What makes narcissists unhappy? Subjectively assessed intelligence moderates the relationship between narcissism and psychological well-being

We investigated the relations between narcissism, self-assessed intelligence and subjective well-being. In three studies, we aimed to replicate previous findings concerning the relationship between narcissism and both objectively and subjectively assessed intelligence (Study 1), as well as to examine whether the latter influenced narcissists’ satisfaction with life (Study 2) and their mood (Study 3). The results confirmed the positive link between narcissism and self-assessed intelligence. Moreover, we demonstrated that this relationship was independent of actual abilities. In line with existing literature, we also found evidence that satisfying ego needs in this domain was a necessary precondition for narcissists’ well-being. Specifically, the results of Study 2 indicated that narcissists who evaluated their intelligence as low were not satisfied with their life. Similar results were found in Study 3: narcissists evaluating their intelligence as low experienced higher tension and lower hedonic tone.     

LEADERSHIP EMERGENCE IN AUTONOMOUS WORK TEAMS: ANTECEDENTS AND OUTCOMES

The aim of this study was to investigate (a) personality attributes and cognitive ability ( g ) as determinants of leadership emergence in teams, and (b) the impact of leadership that can emerge from the team leader (operationalized as the team member with the highest leadership score) and other team members (staff) on team performance. Autonomous work team members who had been working together for 13 weeks were studied. Participants were 480 undergraduates in 94 initially leaderless teams of 5 or 6. We found that leadership emergence was associated most strongly with g , followed by conscientiousness, extraversion, and emotional stability. Teams performed best when both the team leader and staff were high in leadership. Furthermore, an effective team leader does not ameliorate the negative affects of a staff low in leadership.     

Narcissism and Leadership: A Meta‐Analytic Review of Linear and Nonlinear Relationships

Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta‐analysis to make 4 contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can be explained by leader extraversion; (c) demonstrating that whereas observer‐reported leadership effectiveness ratings (e.g., supervisor‐report, subordinate‐report, and peer‐report) are not related to narcissism, self‐reported leadership effectiveness ratings are positively related to narcissism; and (d) illustrating that the nil linear relationship between narcissism and leadership effectiveness masks an underlying curvilinear trend, advancing the idea that there exists an optimal, midrange level of leader narcissism.     

区分适应性自恋和非适应性自恋:多视角的证据

近40年来, 正常人的自恋得到了越来越多的关注.日益增加的证据显示正常人的自恋可以按照适应功能进一步区分为适应性自恋和非适应性自恋两类.本文对揭示两类自恋差异的证据进行了全面梳理, 包括二者的成分构成,适应功能,人格基础,发展规律和遗传基础.这些结果促进了对自恋复杂性的认识, 加深了对现有研究的理解, 同时也突出了未来区分二者的重要性.将来需要从理论上进一步澄清二者的差异, 编制相应的量表, 探讨二者在其它方面的不同, 特别是二者是否具有不同的神经基础.     

You probably think this paper's about you: narcissists' perceptions of their personality and reputation

Do narcissists have insight into the negative aspects of their personality and reputation? Using both clinical and subclinical measures of narcissism, the authors examined others' perceptions, self-perceptions, and meta-perceptions of narcissists across a wide range of traits for a new acquaintance and close other (Study 1), longitudinally with a group of new acquaintances (Study 2), and among coworkers (Study 3). Results bring 3 surprising conclusions about narcissists: (a) they understand that others see them less positively than they see themselves (i.e., their meta-perceptions are less biased than are their self-perceptions), (b) they have some insight into the fact that they make positive first impressions that deteriorate over time, and (c) they have insight into their narcissistic personality (e.g., they describe themselves as arrogant). These findings shed light on some of the psychological mechanisms underlying narcissism.     

Narcissism in Organizations: A Multisource Appraisal Reflects Different Perspectives

The majority of employees state that their manager is the worst aspect of their job. Over the past decade, a considerable amount of research has been devoted to identifying factors that contribute to immoral and ineffective leader behavior. Researchers have continually linked personality, and in particular narcissism, to the proclivity of leaders to behave ineffectively and unethically. This study represents an initial attempt to examine the relationship between narcissism and leadership in an organizational setting to determine the extent to which narcissism is related to managerial effectiveness and integrity. Results indicated that narcissism was negatively related to supervisor ratings of interpersonal performance and integrity. In contrast, narcissism was unrelated to subordinate ratings of interpersonal performance and integrity. Furthermore, narcissism was unrelated to supervisor and subordinate ratings of conceptual performance. The unique relationship between narcissistic leaders and their followers is offered as an explanation for these findings.     

Narcissism and romantic attraction: Evidence from a collectivistic culture

The purpose of this study was to examine the relationship between narcissism and romantic attraction in a collectivistic culture (i.e., Thailand). In Study 1, participants completed a measure of narcissism and rated their attraction to four potential romantic partners. There was an overall preference across participants for caring targets. Additionally, high narcissists were more attracted to admiring and high status targets than were low narcissists. A similar pattern of results was found in Study 2 with targets that were either high caring/low status or high status/low caring. Overall, caring in a partner was highly valued in a collectivistic culture, but narcissism still predicted attraction to targets who offered the potential for self-enhancement. These findings suggest that classically Western self-enhancement can be found in Eastern samples; however, to uncover these self-enhancement processes, researchers might need to use a personality variable such as narcissism.     

自恋与自尊：社会赞许性的中介作用

目的：考察社会赞许性在自恋与自尊关系中所起的中介作用。方法：对614名大学生进行自恋人格问卷（NPI）、自尊问卷（SES）、马洛一克罗恩社会赞许量表（MCSD）测评。结果：高自恋者的自尊水平显著高于低自恋者;自恋总分及权欲、优越感、自我钦羡三个因子与自尊显著性正相关,特权感因子与自尊负相关;自恋总分及权欲、优越感、自我钦羡因子对自尊有较好的直接预测效应,以社会赞许性为中介能更好地解释特权感因子与自尊的关系。结论：自恋与自尊关系稳定,自恋的权欲、优越感、自我钦羡因子预测健康的自尊,特权感因子预测防御性的自尊。     

Are two narcissists better than one? The link between narcissism, perceived creativity, and creative performance

The current research examines the link between narcissism and creativity at the individual, relational, and group levels of analysis. It finds that narcissists are not necessarily more creative than others, but they think they are, and they are adept at persuading others to agree with them. In the first study, narcissism was positively associated with self-rated creativity, despite the fact that blind coders saw no difference between the creative products offered by those low and high on narcissism. In a second study, more narcissistic individuals asked to pitch creative ideas to a target person were judged by the targets as being more creative than were less narcissistic individuals, in part because narcissists were more enthusiastic. Finally, a study of group creativity finds evidence of a curvilinear effect: Having more narcissists is better for generating creative outcomes (but having too many provides diminishing returns).     

On being eager and uninhibited: narcissism and approach-avoidance motivation

This article demonstrates the validity and utility of conceptualizing narcissistic personality in terms of relative approach-avoidance motivation. Across three studies (N = 1,319), narcissism predicted high approach and low avoidance motivation. That is, narcissists reported being strongly motivated to approach desirable outcomes but only weakly motivated to avoid negative outcomes. Relative approach-avoidance motivation was shown to be useful in terms of explaining behavioral tendencies associated with narcissism (i.e., functional and dysfunctional impulsivity) and distinguishing different "flavors" of narcissism (i.e., overt and covert narcissism). Discussion focuses on how approach-avoidance motivation may be used to explain prior findings in the narcissism literature and generate novel future hypotheses.