Search results

The purpose of this paper is to examine the relationships between CEO narcissism and strategic decision-making (SDM) processes (decision comprehensiveness and decision speed), and to explore the mediating role of top management team (TMT) members’ participation in decision making and the moderating role of TMT power distance.

Data were collected from a multisource, time-lagged survey of 103 CEOs and their corresponding TMT members in China. Structural equation modeling was used to test the hypothesized relationships.

The results indicated that CEO narcissism was negatively related to decision comprehensiveness and positively related to decision speed. These relationships were mediated by TMT members’ participation in decision making, especially when TMT power distance was high.

The results show the potential negative effects of CEOs’ narcissistic personality and suggest ways to attenuate it by increasing TMT participation and decreasing TMT power distance.

This study is an initial attempt to empirically examine how and under what conditions CEOs’ narcissism is a barrier to more comprehensive and more deliberate (slower) SDM.

This paper seeks to explore the relationships between organization‐based self‐esteem and narcissism, and their correlates. It aims to distinguish the two constructs, as well as to examine the degree to which organization‐based self‐esteem is contaminated by “false self‐esteem” (namely, narcissism).

Participants completed questionnaires containing measures of organization‐based self‐esteem, narcissism, and a variety of motivational, attitudinal, and behavioral consequences. Co‐workers rated the participants' extra‐role and in‐role performance behaviors.

Organization‐based self‐esteem and narcissism appear to be quite distinct constructs. The organization‐based self‐esteem scale is unbiased by variance associated with narcissism. Organization‐based self‐esteem is associated with a variety of positive outcomes. In particular, organization‐based self‐esteem correlates negatively with hostility, while narcissism correlates positively with hostility.

The hypothesized negative attitudes and behaviors of narcissists were not found. However, organizations need to be cautious when delivering negative feedback to employees high in narcissism. Supervisors need to provide concrete evidence about deficiencies in narcissists' performance when providing feedback.

This is the first study to examine the relationships between organization‐based self‐esteem and narcissism in an organizational context.

Narcissism is often cited as a construct that is likely related to unethical leadership. Still, only a handful of empirical studies have examined the relationship between narcissism and workgroup outcomes, and practically none have linked narcissism to leader behaviors. The purpose of this paper is to use narcissism scores to predict behaviors associated with unethical leadership in a controlled setting.

Participants completed a measure of narcissistic personality. Participants also completed an administrative assessment center (AC). Qualitative analysis was used to code the behaviors in the AC into dimensions associated with unethical leader behavior.

Narcissism was related to the display of unethical behaviors during the AC. Scores on the narcissism scale correlated positively with behaviors associated with unethical leadership, including one-way communication, control of power, insensitivity to others, an unrealistic assessment of the environment, manipulative communication, and pseudo-transformational behaviors.

This is one of only a few studies that demonstrate a relationship between narcissism and observed unethical “bad” leader behaviors. Quantifying this relationship suggests that measures of narcissism could be used in leadership selection. Quantifying this relationship could also be used by coaches as they work to improve leader behavior.

Success in corporate relative performance is one of the factors for the growth and durability of firms. Since the relative performance is a function of managers' decisions and such decisions are under the influence of behavioral and psychological characteristics, this paper aims to assess the managers’ and auditors’ narcissism's effect on the management team's stability relative to corporate performance.

This paper has used the signature magnitude for examining narcissism and the regression model of Jenter and Kanaan (2015) for assessing relative corporate performance. The logistic regression is used to test the model of the management team's stability, and the multivariate regression is used to test the model of relative corporate performance. Research hypotheses were also examined using a sample of 768 listed year-companies on the Tehran Stock Exchange during 2012–2017 and by employing a panel data approach and fixed effects method.

The obtained results show a negative and significant relationship between managers' and auditors' narcissism and the management team's stability. The relationship between the narcissism of managers and auditors and relative corporate performance is positive and significant. Moreover, managers' narcissism positively and significantly impacts the relationship between auditors' narcissism and team management stability. A negative and significant relationship is evident between auditors’ narcissism and relative corporate performance.

This study's results can identify the effect of psychological components such as narcissism on people's performance by directing and influencing their decisions. Many studies have been conducted on narcissism, but none of them have examined the impact auditors’ and managers' narcissism has on the management team's stability and the corporate relative performance. Therefore, considering the importance of success in the corporate relative performance and benefits of the management team's stability, this study's results can reveal the importance of such features in accounting research. Also, the results of this research can make it important to know more about financial behavioral theory.

Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance.

The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories.

Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance.

Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers.

The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

This study aims to empirically test the proposition that high narcissistic consumers are more likely to perform donation-related behavior, such as the intention to donate and to share the donation link, compared to low narcissistic consumers when the organization’s reputation is high. Built upon the evolutionary psychology theory, this study proposes that narcissism activates the status motive, and the relationship between narcissism, organization reputation and donation-related behavior can be explained by status motive.

The current research comprises two between-subject experimental studies that use both measured and manipulated narcissism subsequently, whereas the organization’s reputation was manipulated in both studies.

The results demonstrate that narcissistic consumers are more likely to donate and to share the donation advertisement when the donation organization is perceived as having a high (vs low) prestige. Further, the status motive mediates the effect of narcissism on donation decisions only when the donation organization is perceived as having high (vs low) prestige.

This research’s main limitation is that it only examines two alternate ways to improve perceived organization’s reputation (e.g. highlight the organization’s reputational features and link to reputable entities such as celebrities), although organizational literature suggests that perceived organization reputation can be improved in many ways.

From a practical perspective, social marketers and donation organizations potentially benefit from this research because it demonstrates that high narcissistic consumers potentially involve in donation-related behaviors more than consumers with low narcissism when the organization is perceived as highly reputable.

The current research contributes to the narcissism literature and adds to the evolutionary psychology theory by providing empirical evidence that narcissism, whether manifesting as a trait or a state, can activate a status motive that leads to prosocial behavior, but only when the donation organization is perceived as prestigious.

Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders’ narcissism and employee’s organizational cynicism. Specifically, the authors take a relational approach by introducing employee’s psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders’ narcissism and employee’s cynicism is also considered.

The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The statistical results of this study supported the positive effect of leaders’ narcissism on employee’s cynicism as well as the mediating effect of employee’s psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders’ narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low.

The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism.

As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders’ narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.

This study investigates whether subordinates who rate their managers higher on narcissism are also more likely to view their managers as abusive. In particular, the study explores the extent to which managers whom subordinates rate higher on narcissism use certain behaviors (self-promotion and unpredictability) that mediate the relationship between narcissism and perceived abuse.

Survey participants (n = 949) rated their most-destructive manager in terms of self-promotion, unpredictability, narcissism and abusiveness. A bootstrap analysis assessed the positive, mediating effects of leader self-promotion and unpredictability on the narcissism–abuse relationship.

Degree of perceived supervisor narcissism predicted subordinates' perceptions of abusive supervision. However, the supervisor's self-promotion activities and unpredictability fully mediated this relationship.

This study identifies perceived narcissism as an antecedent of abusive supervision and identifies two mediators relevant to subordinates' perceptions of abuse. Using multiple methods and multiple sources, the authors recommend that scholars identify additional mediators. Further research should consider variables such as gender, organizational culture and occupational status.

Findings highlight how subordinates connect supervisor narcissism to abuse; this allows human resource practitioners to better predict and address subordinates' perceptions of their managers and to design interventions for improving supervisors' behaviors.

This study helps in explaining destructive leadership by empirically examining perceptions of narcissism as a driver of abusive supervision. Also, the study reveals the characteristics of narcissistic managers that impede productive relationships with subordinates.

The purpose of this study was to explore the impact of self-related traits on consumer self-brand connection (SBC) and communal-brand connection (CBC) in public vs private consumption. Marketing practitioners will benefit by understanding the consumer traits that can be triggered and focused on in advertising campaigns. Moreover, it is important to know which traits have a significant impact on each product category section (i.e. public vs private use).

An experiment used a between-subjects design with two randomized blocks of publicly used brands and privately used brands. Within each block, the relationship between independent variables (narcissism and need for uniqueness [NFU]) and dependent variables (SBC, CBC and purchase intention) were analyzed using SmartPLS.

The results showed that narcissism has a significant positive impact on consumers’ SBC for publicly consumed products, no effect was found for CBC. NFU shows a significant positive impact on SBC and CBC for both categories. The results also showed a positive impact for SBC on purchase intention, no effect was found for CBC.

Future research can examine brand names that people favor the most and test whether individuals’ narcissism and NFU is influential on their SBC and CBC with the brands, regardless of the exposure to the visual cues provided in this paper. Moreover, there are more behavioral outcomes that need examination. For example, it would be fruitful to see whether attitude toward the ad, or brand attitude are affected by consumers’ narcissism and NFU.

The results contribute to the effectiveness of advertising in different industries. For instance, brand managers and marketing practitioners can benefit by understanding which product types are more attractive to consumers based on their tendency toward uniqueness. Moreover, narcissism is another common trait that can be used to target consumers. Thus, certain product types may be more attractive to consumers based on their narcissism tendencies.

Despite the popularity of SBC and CBC research, there is limited knowledge about the consumer traits which can stimulate and enhance these concepts. As such, an important question that needs to be addressed is: “What consumer personality traits lead to higher SBC and CBC?” When it comes to self-concept, a limited number of studies exist that explore the actual types of personality or self-concept that generate a desired connection between the “self” and brands.

The purpose of this paper is twofold: first, to examine the level of narcissism and its individual traits in students who study business, in the particular context of a regional country such as Greece; and, second, to test how several demographic variables are related to narcissism levels.

The study consists of a theoretical part on narcissism in business education and an empirical part that was based on a survey conducted with the use of a questionnaire. The analysis includes hypothesis testing and basic statistical tests.

Findings suggest that sex, study levels, years of business experience and (personal/family) income do impact specific narcissistic dimensions, which may be a cause for concern both for employers and higher education providers.

The study was conducted in a regional country, the participants were students of public higher education institutions only and the questionnaire was self-reported, which could lead to likely social desirability effects.

The investigation of narcissism in the Greek business education might be of interest to business education providers (for providing curriculum that help future managers/leaders to deploy the positive characteristics of narcissism and avoid or not to develop the negative ones) and to future employers to apply more effective human resource practices, i.e. selection, training, rewarding.

The study at hand aimed to investigate the presence of narcissism and its individual (narcissistic) behavioral dimensions in students studying business in Greece.