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The longitudinal influence of narcissism in the team context

Ryan Felty (Department of Dawn Food Products, Inc. His research interests are in strategic human resource management)
Brian G. Whitaker (Department of Management, Appalachian State University)
Shawn M. Bergman (Department of Psychology, Appalachian State University)
Jacqueline Z. Bergman (Department of Management, Appalachian State University)

International Journal of Organization Theory & Behavior

ISSN: 1093-4537

Article publication date: 1 March 2015

Abstract

The current study integrates self-enhancement and social exchange theories to construct hypotheses in which team-level narcissism is expected to negatively influence team-level task performance ratings and team-level organizational citizenship behaviors directed at team members (OCB-Is). Additionally, individual-level narcissism is expected to negatively influence peer performance ratings. Based on longitudinal data collected from 89 study participants constituting 29 project teams, results indicate (a) team-level narcissism influences task performance, (b) team-level narcissism influences changes in OCB-Is over time, and (c) individual-level narcissism influences peer performance ratings. Our findings suggest the necessity for practitioners to consider individual differences in the strategic formation of work groups.

Citation

Felty, R., Whitaker, B.G., Bergman, S.M. and Bergman, J.Z. (2015), "The longitudinal influence of narcissism in the team context", International Journal of Organization Theory & Behavior, Vol. 18 No. 2, pp. 147-176. https://doi.org/10.1108/IJOTB-18-02-2015-B001

Publisher

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Emerald Publishing Limited

Copyright © 2015 by Pracademics Press