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

ABSTRACT 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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    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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