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1 – 10 of over 1000Jin Li and Yiwen Tong
Drawing on the conservation of resources (COR) theory, this study highlights the mediating role of goal-directed energy as a critical psychological resource. The purpose of this…
Abstract
Purpose
Drawing on the conservation of resources (COR) theory, this study highlights the mediating role of goal-directed energy as a critical psychological resource. The purpose of this study is to examine the mediating effect of goal-directed energy on the relationship between narcissistic leadership and employee resilience. The study also explores the moderating effect of psychological availability on the relationship between narcissistic leadership and goal-directed energy.
Design/methodology/approach
Data were collected from 857 employees and their supervisors at 137 enterprises in China. Confirmatory factor analysis, hierarchical multiple regression analysis and path analysis were adopted to analyze the data.
Findings
The results indicate that narcissistic leadership has a positive effect on goal-directed energy, which, in turn, enhances employee resilience. Furthermore, the effect of narcissistic leadership on goal-directed energy becomes more prominent in the context of lower psychological availability.
Practical implications
First, narcissistic leadership is supposed to play an effective role in helping employees gain resources. Second, organizations should attach importance to implementing resilience-building programs on employees to cope with uncertainty. Third, organizations should offer multiple training opportunities to stimulate employees’ goal-directed energy.
Originality/value
First, the findings suggest that employee resilience is influenced by narcissistic leadership, which provides more possibilities for the study on the antecedents of resilience. Second, the study offers novel insights regarding the effect of narcissistic leadership on employee resilience through goal-directed energy. Finally, it also examines psychological availability as the boundary condition between narcissistic leadership and goal-directed energy.
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John F. Ehrich and Lisa C. Ehrich
In the past, leadership scholars have tended to focus on leadership as a force for good and productivity (Ashworth, 1994; Higgs, 2009; Padilla, Hogan, & Kaiser, 2007). However…
Abstract
Purpose
In the past, leadership scholars have tended to focus on leadership as a force for good and productivity (Ashworth, 1994; Higgs, 2009; Padilla, Hogan, & Kaiser, 2007). However, recently attention has been given to the ‘dark side’ of leadership (see Higgs, 2009; Judge, Piccolo, & Kosalka, 2009). The aim of this chapter is to explore dark leadership from the perspective of the narcissistic leader using a fictional character from a popular film.
Methodology/approach
Using the Diagnostic and Statistical Manual of Mental Disorders, 4th edition, 1994 (DSM-IV) (American Psychiatric Association, 2000) as an operational definition of narcissistic personality disorder we explore the psychology of the narcissistic leader through a fictional character study in a popular film.
Findings
We have created a psychological profile of a narcissistic leader which identifies specific behavioural characteristics within a toxic organizational culture.
Social implications
This study has implications for employees within any organizational culture. It is significant because it can illustrate how dark leadership can impact negatively within organizations.
Originality/value
The use of actual living persons on which to base case study material in the study of dark leadership is problematic and constrained by ethical issues. However, the use of characters in fiction, such as contemporary film and drama, represents an excellent source of case study material. Given that little empirical works exists on narcissistic leaders and leadership, the chapter adds originality and value to the field.
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John H. Humphreys, Milorad M. Novicevic, Mario Hayek, Jane Whitney Gibson, Stephanie S. Pane Haden and Wallace A. Williams, Jr
The purpose of this study is to narratively explore the influence of leader narcissism on leader/follower social exchange. Moreover, while researchers acknowledge that narcissistic…
Abstract
Purpose
The purpose of this study is to narratively explore the influence of leader narcissism on leader/follower social exchange. Moreover, while researchers acknowledge that narcissistic personality is a dimensional construct, the preponderance of extant literature approaches the concept of narcissistic leadership categorically by focusing on the reactive or constructive narcissistic extremes. This bimodal emphasis ignores self-deceptive forms of narcissistic leadership, where vision orientation and communication could differ from leaders with more reactive or constructive narcissistic personalities.
Design/methodology/approach
The authors argue that they encountered a compelling example of a communal, self-deceiving narcissist during archival research of Robert Owen’s collective experiment at New Harmony, Indiana. To explore Owen’s narcissistic leadership, they utilize an analytically structured history approach to interpret his leadership, as he conveyed his vision of social reform in America.
Findings
Approaching data from a ‘history to theory’ perspective and via a communicative lens, the authors use insights from their abductive analysis to advance a cross-paradigm, communication-centered process model of narcissistic leadership that accounts for the full dimensional nature of leader narcissism and the relational aspects of narcissistic leadership.
Research limitations/implications
Scholars maintaining a positivist stance might consider this method a limitation, as historical case-based research places greater emphasis on reflexivity than replication. However, from a constructionist perspective, a focus on generalization might be considered inappropriate or premature, potentially hampering the revelation of insights.
Originality/value
Through a multi-paradigmatic analysis of the historical case of Robert Owen and his visionary communal experiment at New Harmony, the authors contribute to the extant literature by elaborating a comprehensive, dimensional and relational process framework of narcissistic leadership. In doing so, the authors have heeded calls to better delineate leader narcissism, embrace process and relational aspects of leadership and consider leader communication as constitutive of leadership.
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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…
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.
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Mohammed Aboramadan, Mehmet Ali Turkmenoglu, Khalid Abed Dahleez and Berat Cicek
Building on leader-member exchange and social cognitive theories, this paper aims to propose a model of the influence of narcissistic leadership on hotel employees’ behavioral…
Abstract
Purpose
Building on leader-member exchange and social cognitive theories, this paper aims to propose a model of the influence of narcissistic leadership on hotel employees’ behavioral cynicism through the mediating roles of employee silence and negative work-related gossiping on this relationship.
Design/methodology/approach
The model was examined using covariance-based structural equation modeling using data collected from 468 employees working in several different departments in Italian hotels.
Findings
The findings illustrate that narcissistic leadership positively affects behavioral cynicism. Furthermore, employee silence and negative work-related gossiping are shown to have a significant mediating effect on this relationship.
Practical implications
The study may be of use for hotel managers as it demonstrates how narcissism can be very damaging to their organizations and employees.
Originality/value
To date, this study is the first to examine negative work-related gossiping and employee silence as mediator variables in the relationship between narcissistic leadership and behavioral cynicism in the hotel industry. Further, this research makes a significant contribution to the hospitality literature as the topic of narcissistic leadership has not, to date, been adequately investigated in the sector.
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Kamal Badar, Mohammed Aboramadan and Geoff Plimmer
The purpose of this study is to investigate whether two types of destructive leadership styles – despotic and narcissistic – predict turnover intentions of nurses via emotional…
Abstract
Purpose
The purpose of this study is to investigate whether two types of destructive leadership styles – despotic and narcissistic – predict turnover intentions of nurses via emotional exhaustion, drawing from the conservation of resources theory and the unfolding theory of turnover.
Design/methodology/approach
This paper used multiwave data collected from 731 nurses working in Palestinian hospitals. Structural equation modeling using partial least squares was used to analyze the data.
Findings
Both narcissistic and despotic leadership are associated with turnover intentions directly and indirectly through emotional exhaustion. Despotic leadership, however, has a stronger relationship to turnover intention than narcissistic leadership. Despotic and narcissistic leadership are common in this sample.
Practical implications
A strong psycho-safety climate is likely needed to address the harm caused by these destructive leadership styles, and interventions should span primary, secondary and tertiary levels of the public health model. Examples include ensuring strong organizational checks, balances and information flows, job control, support and widespread training; assistance programs such as counseling services; and remediation and repair for harmed individuals and teams.
Originality/value
This study advances the understanding of the negative, dark or destructive side of leadership specifically in the nursing context. This study compares despotic and narcissistic leadership to examine which one better/worse explains turnover intentions through emotional exhaustion.
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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…
Abstract
Purpose
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.
Design/methodology/approach
The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories.
Findings
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.
Practical implications
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.
Originality/value
The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.
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Hakan Erkutlu and Jamel Chafra
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Eugenie A. Samier and Terryl Atkins
The paper seeks to examine the problem of destructive narcissism as an aspect of the emotional dimension of educational administration. Positions of power and influence provide…
Abstract
Purpose
The paper seeks to examine the problem of destructive narcissism as an aspect of the emotional dimension of educational administration. Positions of power and influence provide motive and opportunity for the damaging character of this personality disorder to negatively affect the work life of colleagues and sabotage organizational effectiveness, ranging in degree from mild annoyance to extreme disabling.
Design/methodology/approach
The paper presents a model of narcissism composed of the typical profile and organisational expression in educational settings, drawing on narcissism theory. This includes the narcissist's illegitimate sense of entitlement, inappropriate need for admiration and attention, lack of empathy, and projection of negative traits onto others that affect the politics and culture of schools and universities, including social interaction and work styles, that produces an objectified use of people.
Findings
Four aspects of graduate professional programs are examined for the effects of destructive narcissistic pattern – student recruitment, curriculum, narcissistic professors, and research activities – and strategies recommended for dealing with this problem.
Originality/value
The problem of narcissism in educational administration and leadership professional programmes is not addressed in the field.
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