On Self-Aggrandizement and Anger: A Temporal Analysis of Narcissism and Affective Reactions to Success and Failure

Department of Psychology, University of Utah, Salt Lake City 84112, USA.
Journal of Personality and Social Psychology (Impact Factor: 5.08). 03/1998; 74(3):672-85. DOI: 10.1037//0022-3514.74.3.672
Source: PubMed


Narcissists are thought to display extreme affective reactions to positive and negative information about the self. Two experiments were conducted in which high- and low-narcissistic individuals, as defined by the Narcissistic Personality Inventory (NPI), completed a series of tasks in which they both succeeded and failed. After each task, participants made attributions for their performance and reported their moods. High-NPI participants responded with greater changes in anxiety, anger, and self-esteem. Low self-complexity was examined, but it neither mediated nor moderated affective responses. High-NPI participants tended to attribute initial success to ability, leading to more extreme anger responses and greater self-esteem reactivity to failure. A temporal sequence model linking self-attribution and emotion to narcissistic rage is discussed.

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    • "Managing the emotions of others has been found to be positively associated with the Dark Triad personality traits (e.g., Austin, Saklofske, Smith, & Tohver, 2014) which suggests that individuals with high levels of Dark Triad traits should not experience difficulty with emotion dysregulation . However, the Dark Triad traits—especially narcissism and psychopathy—have been linked with difficulties in regulating emotional experiences following negative events (e.g., Harenski & Kiehl, 2010; Rhodewalt & Morf, 1998) and with deficits in the emotional—but not the cognitive—aspects of empathy (Wai & Tiliopoulos , 2012) suggesting that individuals with dark personality features are able to identify the emotional experiences of others even though they do not experience emotional discomfort when exposed to the suffering of others. Wai and Tiliopoulos (2012) argue that this lack of emotional responsivity may allow individuals with high levels of the Dark Triad traits to manipulate and exploit others with relatively little concern for the consequences of their behaviors. "
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    ABSTRACT: Previous reports have painted a complex picture of the associations between dark personality features and emotion dysregulation. To provide a more comprehensive picture, 532 college students completed measures of dark personality features-the Dark Triad (i.e., narcissism, psychopathy, and Machiavellianism), sadism, and spitefulness-and emotion dysregulation. We found that the grandiose and leadership facets of narcissism were negatively associated with various aspects of emotion dysregulation. In contrast, spitefulness, the callous aspect of psychopathy, and Machiavellianism were positively associated with some aspects of emotion dysregulation. Sadism was not associated with emotion dysregulation. The implications of these results for the understanding of dark personality features are discussed.
    Journal of Social and Clinical Psychology 10/2015; 34(8):692-704. DOI:10.1521/jscp.2015.34.8.692 · 1.36 Impact Factor
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    • "Achievement orientation, in turn, is positively associated with upward career goals (Judge & Bretz, 1992), so that goal selection processes may be one mechanism whereby narcissists are objectively more successful within their career. Furthermore, within successrelated situations, narcissists show strong emotional reactions and use them as a further source of self-enhancement (Campbell , Reeder, Sedikides, & Elliot, 2000; Rhodewalt & Morf, 1998). "
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    ABSTRACT: This study analyzed incremental effects of single, Dark Triad traits (i.e., narcissism, psychopathy, Machiavellianism) on objective (i.e., salary, leadership position) and subjective (i.e., career satisfaction) career success. We analyzed 793 early-career employees representative of age and education from the private industry sector in Germany. Results from multiple and logistic regressions revealed bright and dark sides of the Dark Triad, depending on the Dark Triad trait analyzed. After controlling for other relevant variables (i.e., gender, age, job tenure, organization size, education, and work hours), narcissism was positively related to salary, Machiavellianism was positively related to leadership position and career satisfaction, and psychopathy was negatively related to all analyzed outcomes. These results provide evidence that the Dark Triad plays a role in explaining important career outcomes. Implications for personality and career research are derived.
    Social Psychological and Personality Science 09/2015; in press. DOI:10.1177/1948550615609735 · 2.56 Impact Factor
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    • "They are confident in their ability to lead others, relentlessly try to be the dominant figure in their environment, and seek strong sensations (Campbell & Miller, 2011). With regards to social relations, narcissists are not empathic individuals, generally being incapable to comprehend others' emotions or feelings, and usually being perceived as arrogant and disagreeable (Lubit, 2002; Rhodewalt & Morf, 1998). To feed their need for attention and applause, narcissists are particularly affected by critics and may try to put others in a negative light in order to enhance their own self-affirmation (Carlson, Vazire, & Oltmanns, 2011; Chen et al., 2013; Paulhus & Williams, 2002). "
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    DESCRIPTION: Do CEOs perceive different benefits depending on their personality? If yes, how does their perception affect their comfort with change in organizations? We investigate how CEOs’ narcissism and self-monitoring influence strategic change and propose that narcissism fuels change while self-monitoring impedes change. To what extent are these effects buffered by the nation-level managerial discretion? We claim that the national culture lowers the extremism of CEOs’ personality on strategic change decisions such that narcissistic CEOs are more reserved in decisions while high self-monitors are less reticent in decisions. Our theorizing contributes to upper echelons theory by bridging most recent developments in managerial discretion literature with CEO’s personality characteristics. We better define theory’s boundaries by highlighting how the mechanism of perceived benefits explains CEOs’ actions. Our unobtrusive measure of self-monitoring further extends theory’s applicability in the social psychology research.
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