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.     

Leader emergence: the case of the narcissistic leader

These studies investigate whether individuals with high narcissism scores would be more likely to emerge as leaders during leaderless group discussions. The authors hypothesized that narcissists would emerge as group leaders. In three studies, participants completed personality questionnaires and engaged in four-person leaderless group discussions. Results from all three studies reveal a link between narcissism and leader emergence. Studies 1 and 2 further reveal that the power dimension of narcissism predicted reported leader emergence while controlling for sex, self-esteem, and the Big Five personality traits. Study 3 demonstrates an association between narcissism and expert ratings of leader emergence in a group of executives. The implications of the propensity of narcissists to emerge as leaders are discussed.     

Loving yourself abundantly: relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance

The authors report results from 2 studies assessing the extent to which narcissism is related to self- and other ratings of leadership, workplace deviance, and task and contextual performance. Study 1 results revealed that narcissism was related to enhanced self-ratings of leadership, even when controlling for the Big Five traits. Study 2 results also revealed that narcissism was related to enhanced leadership self-perceptions; indeed, whereas narcissism was significantly positively correlated with self-ratings of leadership, it was significantly negatively related to other ratings of leadership. Study 2 also revealed that narcissism was related to more favorable self-ratings of workplace deviance and contextual performance compared to other (supervisor) ratings. Finally, as hypothesized, narcissism was more strongly negatively related to contextual performance than to task performance.     

Self‐Enhancement in Military Leaders: Its Relevance to Officer Selection and Performance

We report on two studies in which we measured army cadets' tendencies to engage in two types of self‐enhancement: communal self‐enhancement (a moralistic bias in self‐presentation) and agentic self‐enhancement (an egotistic bias in self‐presentation). These self‐presentation styles were then related to their selection and performance as military leaders. In Study 1, scores on self‐enhancement questionnaires were used to predict selection decisions for 206 applicants to an army officer training program. We found that applicants who were higher in either communal or agentic self‐enhancement were more likely to be accepted for leadership training. In Study 2, we evaluated peer and superior ratings of 94 military cadets' leadership, reflecting leadership emergence and leadership effectiveness, respectively. We found that communal self‐enhancement negatively predicted leadership emergence, with those ratings becoming more negative over a 3‐year time‐span, whereas agentic self‐enhancement positively predicted leadership effectiveness. Our results imply that, at least in the present military context, people making selection decisions should be particularly aware of the relations between (a) applicant self‐enhancement tendencies and those decisions, and (b) high communal self‐enhancement in officer trainees and negative evaluations by their cadet peers.     

The Leader Ship Is Sinking: A Temporal Investigation of Narcissistic Leadership

Individuals higher in narcissism have leader emergent tendencies. The characteristics of their personality suggest, however, that their leadership qualities will decrease over time as a function of group acquaintance. We present data from two studies that provide the first empirical support for this theoretical position within a transformational leadership framework. In Study 1 (N = 112), we tested narcissistic leadership qualities in groups of unacquainted individuals over a 12‐week period. In Study 2 (N = 152), we adopted the same protocol with groups of acquainted individuals. In Study 1, narcissism was positively associated with peer‐rated leadership during initial group formation but not later. In Study 2, narcissism was not significantly associated with peer‐rated leadership during initial group formation and was negatively associated with peer‐rated leadership later. In Study 1, transformational leadership mediated the relationship between narcissism and leadership initially but not later on. In Study 2, transformational leadership failed to mediate the relationship between narcissism and leadership throughout the study. Despite enjoying a honeymoon period of leadership, the appeal and attractiveness of the narcissistic leader rapidly wane. This decline is explained in part by their changing transformational leadership qualities.     

VISIONARY COMMUNICATION QUALITIES AS MEDIATORS OF THE RELATIONSHIP BETWEEN NARCISSISM AND ATTRIBUTIONS OF LEADER CHARISMA

This study seeks to answer questions that have been raised regarding the precise nature of the relationship between narcissism and charismatic leadership. Specifically, we test a model that portrays the roles of socialized vision and visionary boldness as mediators in the relationship between narcissism and attributions of leader charisma. Our findings suggest that narcissism is positively related to vision boldness but negatively related to socialized vision. In turn, both aspects of vision are positively associated with attributions of leader charisma. These results add clarity to the literature regarding the personal basis of charismatic leadership by providing insight into how aspects of visionary communication may mediate the indirect relationship between narcissism and attributions of charismatic leadership.     

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.     

Self‐Engagement Moderates the Mediated Relationship Between Organizational Constraints and Organizational Citizenship Behaviors Via Rated Leadership

We examined self‐engagement in job performance in a moderated mediation model where engagement moderated the relationship between organizational constraints and ratings of leadership effectiveness, and ratings of leadership effectiveness mediated the relationship between organizational constraints and organizational citizenship behaviors (OCBs). University employees representing diverse occupations completed measures of self‐engagement, organizational constraints, and leader effectiveness. Supervisors provided ratings of OCB. Tests of mediated moderation using random coefficient modeling revealed that leadership mediated the relationship between constraints and OCB for highly engaged employees. Results are discussed in terms of highly engaged workers being attuned to stressors in the work environment that may compromise performance, potentially blaming leaders for the presence of these obstacles, thus causing withdrawal of effort on nonessential performance tasks.     

Why Do High Self‐Monitors Emerge as Leaders in Small Groups? A Comparative Analysis of the Behaviors of High Versus Low Self‐Monitors1

The current study examined the relationship between self‐monitoring and leader emergence focusing on the specific observable behaviors that differentiate high and low self‐monitors in small decision groups. Consistent with previous research, high self‐monitors were more likely to emerge as leaders than were low self‐monitors. Further, observational ratings of task‐oriented and relationship‐oriented leader behaviors made by trained raters blind to the purpose of the study indicated that high self‐monitors emerged as leaders by engaging in significantly more task‐oriented leader behaviors. In contrast, no differences were found in relationship‐oriented leader behaviors between high and low self‐monitors. The findings are discussed in the context of behavioral approaches to the study of leadership and research on self‐monitoring. Implications for research on leader emergence, group process, and research methods are also provided, along with directions for future research.     

A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE,INFORMAL LEADER EMERGENCE,AND INDIVIDUAL AND TEAM PERFORMANCE

This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader‐‐member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.     

TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY

The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.     

Are Chinese narcissists disagreeable? Evidence from self‐ and peer‐ratings of agreeableness

Many studies have found that narcissism is negatively related to agreeableness in Western samples. Four experiments explored this relationship in a Chinese population. In Study 1, 228 junior high school students reported their narcissism and Five Factor Personality traits. In Study 2, participants recruited through the internet completed the measures of narcissism and agreeableness. In Study 3, 145 college students completed the measures of narcissism and agreeableness, as well as self‐esteem and social desirability. In Study 4, 204 senior high school adolescents reported their own narcissistic and agreeableness personality traits. They also received peer‐ratings of agreeableness. We found that narcissism was positively related with self‐reported agreeableness (Study 1, 2 and 4), but not with other ratings of agreeableness (Study 4). Chinese narcissists perceived themselves as agreeable, and their self‐perceptions of agreeableness were more positive than their peers rated them. We discuss the current findings in relation to the Chinese cultural context and underscore cultural roots of narcissism.     

When grandiose meets vulnerable: narcissism and well-being in the organizational context

ABSTRACT

Objective

In this article, we explore the implications of vulnerable narcissism in an organizational context, particularly with regard to work-related well-being and leader–follower interactions. We tested whether employees’ vulnerable narcissism affects their work engagement and emotional exhaustion. Furthermore, we examined whether leaders’ grandiose narcissism impacts such as working relationships. We used job demands-resources theory in order to derive our hypotheses at the intra- and inter-individual level. Method: Multi-level analyses in a sample of 235 followers in 71 teams confirmed some of our hypotheses. Results: We demonstrate that vulnerable narcissism is positively related to followers’ emotional exhaustion and negatively related to work engagement. Moreover, leaders’ grandiose narcissism exacerbates the negative relationship between followers’ vulnerable narcissism and their work engagement. Conclusions: Our results indicate that the various facets of narcissism play an important role in an organizational context and suggest that vulnerable narcissism in particular, which has been largely neglected in previous research, is an important determinant of work-related well-being. Further, we form a holistic understanding of the leadership process by emphasizing the interaction between leaders’ and followers’ personalities, adding to the leadership literature by integrating leader and follower characteristics.     

Age differences between leader and followers as a moderator of the relationship between transformational leadership and team performance

In a field study of 49 R&D teams in the pharmaceutical industry, the age difference between the team leader and the team members was examined as a moderator of the relationship between transformational leadership and team supervisors' longitudinal ratings of team performance. Data collected from 285 team members and 21 team supervisors showed that this relationship was positive when the leader was older than the other team members, but non‐significant when the leader's age was closer to the mean age of the team members. This finding broadens the still fragmentary knowledge of the conditions under which transformational leadership is likely to have more or less positive effects on team performance.     

Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training

The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets ( n  = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardy–commitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.     

Narcissism and Discrepancy Between Self and Friends' Perceptions of Personality

Most research on narcissism and person perception has used strangers as perceivers. However, research has demonstrated that strangers' ratings are influenced by narcissists' stylish appearance (Back, Schmukle, & Egloff, 2010). In the present study, we recruited participants and their close friends, individuals whose close relationship should immunize them to participants' superficial appearance cues. We investigated the relation between narcissism and personality ratings by self and friends. Participants (N = 66; 38 women; M_age = 20.83 years) completed the Narcissistic Personality Inventory (Raskin & Terry, 1988) and described their personality on the 100‐item California Adult Q‐Sort (CAQ; Block, 2008). Participants' personality was also described on the CAQ by close friends. The “optimally adjusted individual” prototype was used to summarize participant and friend personality ratings (Block, 2008). Participants with high narcissism scores were ascribed higher optimal adjustment by self than by friends. Narcissistic individuals' self‐ratings were extremely positive and more favorable than friends' ratings of them.     

Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator

The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source dataset of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams.

     

Affective Match in Leadership: Leader Emotional Displays,Follower Positive Affect,and Follower Performance1

Leader emotions may play an important role in leadership effectiveness. Extending earlier research on leader emotional displays and leadership effectiveness, we propose that the affective match between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in 2 experiments. Congruency between leader emotional displays and follower PA determined follower task performance and extra‐role compliance. Results from the second experiment indicated that this effect is a due to affective aspects of leader behavior and not to the valence of message content.     

Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.