Dynamics of narcissistic leadership in organizations

Gérard Ouimet (HEC Montreal, Montreal, Canada)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 28 September 2010

Abstract

Purpose

The purpose of this paper is to establish a critical synthesis of the dynamics of narcissistic leadership in organizations. Moreover, this paper offers suggestions for research aimed at providing greater insight into this form of leadership.

Design/methodology/approach

The paper comprises a review of the latest scientific research in the field of narcissistic leadership. In strictly methodological terms, this synthesis can thus be classified as a literature review.

Findings

The paper presents details of four factors that can trigger manifestations of narcissistic leadership: idiosyncratic, cultural, environmental and structural factors.

Research limitations/implications

Based on a comprehensive review of the literature, this paper proposes an analysis of the dominant characteristics and dynamics of narcissistic leadership, essentially from the point of view of a pathological narcissism of the overt (grandiose) type. It would be interesting to extend the exploration to another form of narcissistic leadership – namely, covert (vulnerable) leadership.

Practical implications

Through its exploration of the nature and limits of narcissistic leadership, this paper proposes avenues of research that could have interesting managerial applications.

Originality/value

To the author's knowledge, this is the first synthesis to propose an integrated research model that incorporates the antecedents, components and consequences of narcissistic leadership in organizations.

Keywords

Citation

Ouimet, G. (2010), "Dynamics of narcissistic leadership in organizations", Journal of Managerial Psychology, Vol. 25 No. 7, pp. 713-726. https://doi.org/10.1108/02683941011075265

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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