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Article
Publication date: 4 June 2021

Dan Ni, Xin Liu and Xiaoming Zheng

This paper aims to examine how and when perceived narcissistic supervision influences subordinates' work engagement and counterproductive work behavior (CWB) based on…

Abstract

Purpose

This paper aims to examine how and when perceived narcissistic supervision influences subordinates' work engagement and counterproductive work behavior (CWB) based on organizational justice theory.

Design/methodology/approach

Two-wave data were collected from 320 employees in a Chinese manufacturing company.

Findings

Subordinates' perceived interactional justice mediated the relationships between perceived narcissistic supervision and work engagement and CWB. Higher levels of subordinates' need for belonging strengthened the detrimental impacts of perceived narcissistic supervision on subordinates' outcomes.

Practical implications

Organizations should reduce the occurrence of narcissistic supervision, enhance subordinates' perception of interactional justice and pay more attention to subordinates' need for belonging in personnel and team arrangement.

Originality/value

Although research has documented the detrimental effects of perceived narcissistic supervision, little effort has been made to investigate how such effects occur and which factors might amplify such effects. This study identified the mechanism underlying the link between perceived narcissistic supervision and subordinates' outcomes and unpacked the moderating role of subordinates' need for belonging.

Article
Publication date: 2 December 2020

Wenting Wang, Lirong Jian, Qiuyun Guo, Haitao Zhang and Wenxing Liu

The purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the…

Abstract

Purpose

The purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the social dynamics of state paranoia theory, the study examines the relationship between narcissistic supervision and employees' change-oriented OCBs, and explores how this relationship is mediated by psychological safety and affective organizational commitment.

Design/methodology/approach

Using data collected from a sample of 183 employee–leader dyads from a technology company in China, the study examines the mediating effects of psychological safety and affective organizational commitment on the relationship between narcissistic supervision and employees' change-oriented OCBs. Structural equation modeling is used to analyze the data.

Findings

The results indicate that narcissistic supervision has a negative effect on psychological safety and affective organizational commitment; psychological safety mediates the relationship between narcissistic supervision and affective organizational commitment; and affective organizational commitment mediates the relationship between psychological safety and employees' change-oriented OCBs. The results also show that the negative effect of narcissistic supervision on employees' change-oriented OCBs is mediated by psychological safety and subsequently affective organizational commitment.

Originality/value

This study contributes to the literature by linking narcissistic supervision and employees' change-oriented OCBs and suggesting that psychological safety and affective organizational commitment are two critical mediators of this relationship. This study not only advances research on the “dark side” of narcissistic supervision, but also sheds light on the underlying mechanism of narcissistic supervision and employees' change-oriented OCBs from the psychological and emotional perspectives.

Open Access
Article
Publication date: 28 December 2020

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…

6298

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.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 2
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 2 June 2023

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.

Details

International Journal of Conflict Management, vol. 34 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 16 June 2020

Samantha Jordan, Wayne Hochwarter, Joshua Palmer, Shanna Daniels and Gerald R. Ferris

This research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work…

Abstract

Purpose

This research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.

Design/methodology/approach

Across three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.

Findings

Results supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.

Research limitations/implications

Results affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.

Practical implications

Supervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.

Originality/value

This study is the first to examine SNR features and informal support activities concurrently.

Details

Journal of Managerial Psychology, vol. 35 no. 7/8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 9 August 2019

Manuel London

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…

1184

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.

Details

Journal of Managerial Psychology, vol. 34 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 3 May 2021

Jin 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…

1445

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.

Details

Leadership & Organization Development Journal, vol. 42 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 17 August 2020

Jie Yang, Mingchao Chang, Jian Li, Lulu Zhou, Feng Tian and JiangJiang Zhang

Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between leader…

1075

Abstract

Purpose

Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between leader narcissism and employees’ innovative behavior through the mediating effect of employees’ cognitive dependency and the moderating effect of environmental uncertainty between employees’ cognitive dependency and their innovative behavior.

Design/methodology/approach

In this study, multisource data from 266 employees and their supervisors in 11 large high-tech Chinese companies were collected through a field study and an online survey. The hypotheses were tested using structural equation modeling and bootstrapping.

Findings

The results of this study show that leader narcissism has a negative impact on employees’ innovative behavior and that employees’ cognitive dependency plays a mediating role between leader narcissism and employees’ innovative behavior. Cognitive dependency and environmental uncertainty play moderated mediation roles between leader narcissism and employees’ innovative behavior.

Research limitations/implications

In the future, longitudinal research and experimental methods can be used to avoid common method bias. Further studies could allow leaders to evaluate environmental uncertainty and explore the emotional path by which leader narcissism has negative effects on followers’ innovation from social information processing theory. In addition, future studies can explore cognitive dependency more deeply from the perspectives of forced obedience and active worship.

Practical implications

Organizations should warn leaders to control the dark side of narcissism and minimize environmental uncertainty to reduce barriers to innovation.

Originality/value

This study constructs the path of the effect of leader narcissism on employees’ innovation through employees’ cognitive dependency in a specific context, which enriches theoretical research on the link between leaders’ traits and employees’ innovative behavior. Along with the finding of leader narcissism’s negative effect on employees’ innovative behavior, this study explores the dark side of leader narcissism in the context of China’s high-tech firms and environmental uncertainty.

Details

Chinese Management Studies, vol. 15 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Book part
Publication date: 8 July 2021

Serdar Karabati

A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions…

Abstract

A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions. Researchers today are acknowledging and paying increasing attention to the consequences of leadership that is characterized as being destructive. The chapter outlines organizational outcomes of destructive leadership and aims to emphasize the person–situation interaction in explaining these organizational phenomena. Both the direct outcomes that result from poor decision-making and the indirect effects that emerge as a consequence of the destructive leader's negative impact on the followers are discussed.

Article
Publication date: 14 August 2019

Junwei Zhang, Muhammad Naseer Akhtar, Yajun Zhang and Shan Sun

Drawing from cognitive and emotional perspectives, the purpose of this paper is to theorize and test a dual-pathway model in which moral disengagement and anger toward…

1807

Abstract

Purpose

Drawing from cognitive and emotional perspectives, the purpose of this paper is to theorize and test a dual-pathway model in which moral disengagement and anger toward organization act as two explanatory mechanisms of the association between perceived overqualification and employee cyberloafing. The authors further proposed that the strengths of these two mediating mechanisms depend on employee moral identity.

Design/methodology/approach

The authors used hierarchical linear modeling to examine the hypotheses by analyzing a sample of 294 employees working in 71 departments in China.

Findings

Results revealed that moral disengagement and anger toward organization mediated the positive link between perceived overqualification and cyberloafing beyond the influence of social exchange. Furthermore, moral identity attenuated the association between the mediators (i.e. moral disengagement and anger) and cyberloafing and the indirect relationship between perceived overqualification and cyberloafing.

Originality/value

Extant studies have examined the effects of perceived overqualification on employee behaviors in terms of task performance, organizational citizenship behavior, proactive behavior, as well as withdrawal behavior. The study expands this line of research by empirically investigating whether and how perceived overqualification influences cyberloafing.

Details

Internet Research, vol. 30 no. 1
Type: Research Article
ISSN: 1066-2243

Keywords

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