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This paper aims to examine two underexplored topics in organizations, i.e. vulnerable narcissists in organizational settings and possible effects of territorial infringements among vulnerable narcissistic employees. The movie, Office Space, illustrates prototypical employee behavior mixed with comedically maladaptive personalities in a modern organizational context. However, the arson committed by character, Milton Waddams, suggests that some employees, especially those with disordered personalities, might violently respond to perceived territorial infringements.

This conceptual paper combines personality factors with territorial behavior to examine employee reactions to perceived injustices. Theoretical and practical implications are offered, as well as future research directions.

The argument presented suggests that the vulnerable narcissists may initiate destructive behavior in organizations with ego threats like territorial infringements. While anger is a natural defensive reaction, vulnerable narcissists are more likely to behave aggressively toward perceived territorial infringements due to their general negative affect.

Employees may react to infringement over seemingly subjective things; thus, managers must understand the nature of ownership by addressing territorial claims. Managers must remain cognizant that some disordered personalities are prone toward fulfilling threats, including organizational sabotage, deviance and white-collar crime. Environmental conditions can also compound the negative behavior of personalities like vulnerable narcissists in the workplace.

This conceptual paper adds to the organizational behavior literature and contributes to the fields of psychology and territoriality by exploring vulnerable narcissists in organizational settings and by considering the magnitude of defensive behavior toward perceived infringements.

This study aims to examine the relationship between emotional intelligence (EI) and narcissism, including its possible moderators.

A meta-analytic investigation of 32 studies was conducted to check hypotheses. Both uncorrected sample-size-weighted and corrected sample-size-weighted mean correlation coefficients were calculated. Meta-regression was used to assess moderation from EI and narcissism measures.

The results indicated that the relationship between EI and narcissism varied, depending on how EI and narcissism were constructed and measured. Specifically, EI was positively related to grandiose narcissism (GN) and negatively related to vulnerable narcissism (VN). EI was also positively correlated with “composite measures” of narcissism when the measures focused on GN, and negatively correlated when the measures focused on VN. Furthermore, some EI and narcissism measures moderated the correlation between EI and narcissism.

The current study enriches theory by synthesizing the literature to examine whether, and under which conditions, EI fosters or inhibits narcissism. By using the self-regulatory process of narcissism, carefully considering the multifaceted nature of narcissism and updating more data in the meta-analysis, this study contributes to explaining the inconsistency in the relationship between EI and narcissism.

The purpose of this paper is to investigate the role of CEO narcissism in corporate acquisitions with a focus on frequency and size and furthermore to examine the subsequent stock market reaction.

The authors investigate 751 acquisitions made by 158 UK nonfinancial firms and 202 CEOs in the 10-year period 2007–2016. The authors use the ratio of first-person singular pronouns to total first-person pronouns in CEO speech as the main proxy for CEO narcissism but the results are robust to the use of signature size and picture as alternative measures.

The authors find that increased CEO narcissism is associated with an increase in M&A expenditures, an increase in deal size and a decrease in deal frequency. Thus, the authors find that narcissistic CEOs favor size over frequency (“go big”). Furthermore, the authors find that the stock market reacts less favorably to acquisitions announced by firms run by narcissistic CEOs.

The paper contributes to upper echelon research by investigating the association between CEO narcissism and corporate decisions in a UK setting. More specifically, the paper contributes to the existing literature by investigating how CEO narcissism is associated with corporate acquisitions in terms of the size and frequency of deals and how such irrational behavior is penalized by the stock market. Previous literature has focused on the more broad association between CEO narcissism and M&A expenditures.

The purpose of this paper is to investigate the association between CEO narcissism and corporate risk taking.

The authors provide a novel and unobtrusive measure of CEO narcissism based on LinkedIn profiling. The authors investigate the relationship between CEO narcissism and corporate risk taking (stock return volatility) for a sample of 475 US manufacturing firms in the period 2010-2014.

The authors find an inverse U-shape relationship between CEO narcissism and stock return volatility. The inverse U-shape relationship (the “humpback”) is caused by the paradoxical nature of the narcissistic personality in which the self-esteem is high but at the same time fragile with a combination of self-admiration and a constant need of having this positive self-view confirmed. The results are robust to alternative specifications of CEO narcissism and corporate risk taking. The results are economically meaningful. Thus, a moderate degree of CEO narcissism – as compared to a very low or a very high level of CEO narcissism – is associated with an increase in corporate risk taking of approximately 12 percent.

Previous literature provides multiple analyses on the association between managerial overconfidence and corporate decisions. As opposed to overconfidence, narcissism is a personality trait having both cognitive and behavioral dimensions. This paper provides a novel contribution to the growing literature on the association between managerial biases/traits and corporate decision-making.

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.

In a nutshell, the purpose of this paper is to accentuate the mask of evils of the organization by discussing different experiences, stories and cases, which is on itself a bizarre because we always talk about the morality and ethos in leading styles.

The study is conducted in India and descriptive in nature. The structural equation modelling technique is used in the paper to test the relationships among the constructs directly and indirectly by mediation effect on how it raises the organizational deviance.

The outcome of the study indicates that organizational deviance is highly influenced by narcissism, which also raises the toxic work culture and abusive supervision. The mentioned variables not only have a significant effect but also have a partial mediation effect on organizational deviance. The study significantly contributes to the literature with the findings that not only narcissism led to organizational deviance but additionally leads to high arousal through a positive relationship with toxic work culture and abusive supervision strongly leading to organizational deviance.

The study is for leaders who are more with self-love, demolishing peace and promoting the toxic work culture and deviant behaviours.

Having narcissistic traits then turns into a complicated situation for employees to decide whether to stay in the organization or leave, and if these intentions are not developing, then it led to deviance on the part of employees.

A leader becomes so much obsessed with their egomania and uses the abusive supervision to dominate the team members. This pattern has to stop, as it fabricating the wrong connotation of the tranquillity of followers or team members.

This study contributes to the outcome where leaders could understand the impact of how their excess self-love turns against the workplace peace and results in high deviance.

In the current media landscape where misinformation circulation becomes a primary threat to public health and society's intellectual well-being, incidental news exposure's role in influencing misperceptions and misinformation engagement remains under-explored. Moreover, less is known regarding how and to what extent personal factors such as personality and media literacy may drive the sharing of misinformation.

Under the theoretical guidance of the stimulus-organism-response (S-O-R) model, the authors surveyed 546 college students aged 18 and above to explore the relationship between incidental news exposure and misinformation sharing.

Findings buttressed the hypothesized relationship built on the S-O-R model and revealed a path from incidental online news exposure to misinformation sharing, mediated by misperceptions. The mediated path was further moderated by narcissism and media literacy. Specifically, narcissists have higher misperceptions when they encounter online news more often; higher misperceptions in turn give rise to greater misinformation sharing behaviors. The ability to critically consume new media information only decreases misinformation sharing behavior for narcissists with lower misperceptions.

Guided by the S-O-R framework, this study takes the first step in examining the link between incidental news exposure and misinformation sharing and accounts for the moderating influences of personality and media literacy factors. Findings provide a theoretical foundation and practical implications for future interventions to combat misinformation.

This study aims to investigate the relationship between Chief Executive Officer (CEO) narcissism and firm performance. Further, it examined the moderation effects of CEO duality and top management team (TMT) and board member agreeableness on the CEO narcissism–firm performance relationship.

The study is based on survey data from 373 CEOs in the automobile industry in India. The paper used mixed method research where CEO narcissism and TMT agreeableness has been measured using survey instruments, other data such as firm performance has been captured using secondary sources.

The study confirms that the relationship between CEO narcissism and firm performance is curvilinear, meaning that narcissism can positively impact firm performance to a point, but may become counter-productive or ineffective beyond that. Further, CEO duality and TMT and board member agreeableness significantly impact this relationship.

This paper fulfills an identified need to study how CEO behavior can affect variance in firm performance. The authors discuss theoretical and practical implications and offer suggestions for future research.

Social media addiction has been an ongoing topic of debate for platform developers, well-being and mental health experts. There is a limited understanding of the factors leading to the addiction of young social media users, the consequences of experiencing addiction, and the measures/mechanisms used by parents and platform providers to limit/prevent problematic social media use amongst young users. This systematic review aims to provide a comprehensive overview of the literature concerning these issues.

The Preferred Reporting Items for Systematic Reviews (PRISMA) protocol was used to evaluate and present the results. A total of 45 studies were screened and independently reviewed against predetermined criteria for eligibility.

The results revealed four categories of young users' addiction to social media networks (social, technological, behavioural and mental). Several prevention approaches directed at parents and platform providers were discussed.

This study offers important insights for health policy makers, platform providers, parents and researchers on designing interventions addressing social media addiction amongst young users. It also provides an in-depth understanding of the conceptualization of social media addiction and suggestions on possible actions to prevent it.

The purpose of this paper is to investigate the role of narcissistic supply for the association between CEO narcissism and corporate risk taking.

The authors investigate a sample of 281 non-financial S&P 1500 firms and a corresponding 457 CEOs in the 10-yr period 2006–2015.

The association between CEO narcissism and corporate risk taking depends on the admiration, attention, and affirmation of own superiority (“narcissistic supply”) that the CEO receives given her/his current position. Thus, a narcissistic CEO with an insufficient narcissistic supply (small firm/small compensation) will crave for more and take more risks (“rock the boat”) while a narcissistic CEO with a sufficient narcissistic supply (large firm/large compensation) will protect the status quo and be reluctant to take new risks. Specifically, the authors find that a change from a slightly narcissistic CEO to a strongly narcissistic CEO, for positions entailing limited (abundant) narcissistic supply, is associated with an increase (a decrease) in corporate risk of 6%–8% (11%–27%).

Previous research indicates a positive association between CEO narcissism and corporate risk taking in specific domains such as M&A and R&D activities. This paper provides a novel contribution to the existing literature by identifying and assessing the important role of narcissistic supply for the association between CEO narcissism and corporate risk taking in general.