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Narcissism in Organizations: A Multisource Appraisal Reflects Different Perspectives
Abstract
The majority of employees state that their manager is the worst aspect of their job. Over the past decade, a considerable amount of research has been devoted to identifying factors that contribute to immoral and ineffective leader behavior. Researchers have continually linked personality, and in particular narcissism, to the proclivity of leaders to behave ineffectively and unethically. This study represents an initial attempt to examine the relationship between narcissism and leadership in an organizational setting to determine the extent to which narcissism is related to managerial effectiveness and integrity. Results indicated that narcissism was negatively related to supervisor ratings of interpersonal performance and integrity. In contrast, narcissism was unrelated to subordinate ratings of interpersonal performance and integrity. Furthermore, narcissism was unrelated to supervisor and subordinate ratings of conceptual performance. The unique relationship between narcissistic leaders and their followers is offered as an explanation for these findings.
... Research exploring the contributions of leaders characterized by narcissistic personality traits to organizational contexts has yielded divergent outcomes, giving rise to debates surrounding narcissistic leadership. While some scholars (e.g., Blair et al., 2008) classify narcissistic leaders as effective, others (e.g., Maccoby, 2000) contend that leaders exhibiting narcissistic personality traits exert adverse effects on organizations and employees. This study aims to investigate the influence of leader narcissism on workplace stress and organizational communication. ...
... On the dark side of this discussion, narcissism is associated with lower managerial performance ratings (Blair, Hoffman, & Helland, 2008), higher gains and losses associated with capricious and extreme decision-making, resulting in fluctuations in returns (Chatterjee & Hambrick, 2007;Blair et al., 2008), as well as negative aspects such as displaying less organizational citizenship behavior (Judge, Piccolo, & Kosalka, 2006), providing selfbenefits at the long-term expense of others and the organization (Campbell, Hoffman, Campbell, & Marchisio, 2005), and engaging in devaluation of others and unethical accounting practices (Amernic & Craig, 2010). ...
... On the dark side of this discussion, narcissism is associated with lower managerial performance ratings (Blair, Hoffman, & Helland, 2008), higher gains and losses associated with capricious and extreme decision-making, resulting in fluctuations in returns (Chatterjee & Hambrick, 2007;Blair et al., 2008), as well as negative aspects such as displaying less organizational citizenship behavior (Judge, Piccolo, & Kosalka, 2006), providing selfbenefits at the long-term expense of others and the organization (Campbell, Hoffman, Campbell, & Marchisio, 2005), and engaging in devaluation of others and unethical accounting practices (Amernic & Craig, 2010). ...
“Her seher Besmeleyle açılır dükkanımız Ahi Evran-ı Velidir; dâhi Pirimiz, Üstadımız” ve “Dükkân kapusu Hak kapusu, Hakkına yalvar, çeşmim gibidir çeşmeleri akmasa da damlar” düsturu ile başlayan meslek teşkilatlarından kitlesel çapta iş gören büyük işletmelere döndüğümüz günümüzde örgütsel faaliyetlerin kalitesi sadece hizmet ve üretimden ibaret olmanın ötesinde içerisindeki üyelerinin varlıkları ve işe dokunuşları ile de şekil almaktadır. Örgütsel yaşamdaki her bir üye, örgütte yaşayan sadece bir organizma olmanın ötesinde, aynı zamanda örgütsel sunumun da bir mimarıdır. Bu açıdan Örgütsel Davranış’ı yalnızca örgüt içerisinde gerçekleşen davranışlar bütünü olarak görmek bir eksiklik olacaktır. Örgütsel davranış bütün örgüt üyelerinin davranışlarının neden ve neticelerinin incelendiği, örgüt amaçları ile bu davranışların uyumsallaştırılmaya çalışıldığı, aynı zamanda sürekli kontrol edildiği çalışmaları içeren bir disiplindir. Davranışları birey, grup ve örgüt bazında ele alarak davranışlar arası ilişkiler ve örgütsel yaşamdaki etkileri ortaya konulmaya çalışılmaktadır. Örgütsel yaşam insan yaşamı gibi çevreden etkilenmekte, çevreyi etkilemekte ve onunla birlikte değişmektedir. Bu açıdan örgüt yaşamı hem daha önceki yaşamını olgunlaştırmakta hem de yeni durum ve gelişmelerle öğrenmektedir. Bu durum sebebiyle örgütsel davranış gündemi sürekli değişen bir konjonktür sergilemektedir. Bu kitap örgütsel davranışta güncel konuları ortaya koymaktadır. Kitabın öncelikli odağı değişen örgütsel davranış literatüründe yeni olan konuları kavramsal manada ortaya koymaktır. Kitap araştırmacı ve yenilikçi akademisyen bölüm yazarlarının birikimlerini de ortaya koymaktadır. Bu açıdan güncel konular takip edilerek örgütsel çerçevede sunumu yapılmıştır. Kitap uzun soluklu ve titiz bir emeğin ürünüdür. Örgütsel yaşamı araştıran ve yönetenlere, ayrıca soluyanlara bu kıymetli eserin katkı sağlaması dileğiyle, Dr. Yasemin GÜLBAHAR ANKARA, 2023
... Other authors state that a narcissistic CEO may develop two types of behaviour, known in the literature as the dark side [41,57,66] and the bright side [57,66,72]. Different studies have detected examples of behaviour on the negative side of narcissism, such as, lack of empathy and sensitivity to criticism [66], inability to learn from mistakes and the destruction of the resources necessary for long-term success [73], loss of relationships, exploitation of subordinates [74], destruction of the superior-subordinate relationship [41], having low-quality relationships [75], risky behaviour due to overvaluing profits [76], making unnecessary and risky decisions [41], use of unethical methods [42,75], and destruction of the good atmosphere in the organisation [41]. ...
... Other authors state that a narcissistic CEO may develop two types of behaviour, known in the literature as the dark side [41,57,66] and the bright side [57,66,72]. Different studies have detected examples of behaviour on the negative side of narcissism, such as, lack of empathy and sensitivity to criticism [66], inability to learn from mistakes and the destruction of the resources necessary for long-term success [73], loss of relationships, exploitation of subordinates [74], destruction of the superior-subordinate relationship [41], having low-quality relationships [75], risky behaviour due to overvaluing profits [76], making unnecessary and risky decisions [41], use of unethical methods [42,75], and destruction of the good atmosphere in the organisation [41]. ...
The purpose of this work is to analyse the preferences of Chief Executive Officers (CEOs) in relation to the different components of incentive systems: financial vs. non-financial. The incentive systems could be an instrument for the sustainable development of Firms. Upper Echelons Theory establishes that the traits of executives affect the decision-making processes, and among these traits, narcissism is a potentially influential factor in these processes. Therefore, the extent to which the level of narcissism influences the choice of one instrument or another is also analysed. For this purpose, a choice experiment has been carried out to analyse the preferences of CEOs. The questionnaire developed incorporates both the choices about different systems and the NPI-16 test that allows individuals to be classified according to their narcissistic nature. The main results show that, in general, there is a stronger preference for non-financial instruments than for financial instruments in the design of incentive systems. However, narcissistic CEOs show a clear inclination towards financial incentives that bring them benefits rather than provide incentives.
... Raskin und Terry 1988). Narzissmus wird seitdem als ein übersteigertes Gefühl der Selbstachtung konzeptualisiert, das mit Arroganz, Grandiosität, übermäßigem Selbstvertrauen, Selbstabsorption, Selbstdarstellung, Aufmerksamkeitssucht und einem übermäßigen Bedürfnis nach Bewunderung einhergeht (Blair et al. 2008; Helfrich und Dietl 2019). Narzisstische Persönlichkeiten gehen keine Kompromisse ein, sind nicht empfänglich für Kritik, reagieren auf negatives Feedback wahrscheinlich mit Aggression und suchen zwischenmenschliche Beziehungen, die ihre Selbstliebe verstärken (Nassif 2019). ...
Zusammenfassung
Dieser Artikel für die Zeitschrift Gruppe Interaktion Organisation (GIO) beleuchtet zunächst den theoretischen Diskurs zum Wechselspiel zwischen Person und Rolle und dessen Bedeutung für Teamarbeit. Darauffolgend wird auf Persönlichkeitseigenschaften eingegangen, die in der Entwicklung und Zusammenarbeit in agilen Teams eine Rolle spielen. Die These dabei lautet, dass narzisstische Persönlichkeitsanteile die Teamarbeit erschweren, diese in agilen Teams jedoch durch die Erwartung an mehr (persönlicher) Beteiligung zusätzlich induziert werden könnten. Aufbauend auf verschiedenen Studien zum Thema werden anschließend Ergebnisse einer explorativen Datenanalyse aus einem eigenen Forschungsprojekt zur Performance agil arbeitender Teams vorgestellt, welche zeigen, dass sich eine zu starke Personenfokussierung negativ auf die Teamleistung auswirkt.
... The relationship between narcissism and CWB is less complex and more unequivocal. Narcissists' sense of entitlement and superiority increase the likelihood of "cutting corners" at work (Jonason and O'Connor 2017) and performing a variety of CWB such as embezzlement, workplace incivility, bullying, aggression, and white-collar crime (Blair et al. 2008;Blickle et al. 2006;Brunell et al. 2011;Campbell et al. 2005;Bogart et al. 2004;Judge et al. 2006;Penney and Spector 2002). Meta-analytic results confirmed a strong association between narcissism and CWB and found no straightfoward relationship between narcissism and job performance (O'Boyle et al. 2012). ...
... These characteristics are more pronounced in individuals with lower levels of narcissism. For instance, less narcissistic managers are better at facilitating open communication and promoting collaboration within the organization (Blair et al., 2008). In contrast, self-centeredness, constant need for validation, lack of empathy, and various exploitative and anti-social behaviors are obstructive to these subjective performance dimensions (e.g., Nevicka et al., 2018). ...
... Hence, they are more expected towards turnover and more inclined to seek better job opportunities or quit the organization. Studies showed a negative association between narcissism and employee job satisfaction (Blair et al., 2008). Managers who exhibit narcissistic persona are engaged in expertise towards manipulating, intimidating as well as dishonest to acquire their preferred job status. ...
The increased usage of technology has engendered different forms of bullying. While scholars affirm that cyberbullying is considered to exhibit the most harmful impacts on individuals among the different types of bullying. It needs to be underscored that the multifaceted and recurring nature of cyberbullying, particularly in the workplace, has a more hazardous effect on employees. It is urged that the highly competitive working environment has exacerbated the problems of rivalry among employees, which subsequently pushes them towards cyberbullying. Despite an extensive body of knowledge on traditional bullying, research still lacks the effect of cyberbullying in the workplace context. This research addresses the gaps by explaining the impact of the dark triad of personality traits (DTPT) on turnover intention and employees’ mental health through cyberbullying. It incorporated a unique multistage sampling approach in which data were gathered through self-administered questionnaires from the banking sector. The analyses showed a direct relationship between the DTPT and turnover intention. Cyberbullying partially mediates the relationship between DTPT and turnover intention. Findings also indicate that the DTPT negatively affects employees’ mental health. A vital facet of this research is testing the mediating role of cyberbullying between DTPT and employees’ mental health and turnover intention. The findings are of great value to organizational stakeholders, where management can adopt various strategies and training programs to reduce the detrimental effects of cyberbullying. Such initiatives enable employees to cope with mental health issues, mitigating negative workplace behaviour and minimizing turnover intention.
... Они больше заинтересованы в создании «правильного» собственного образа, чем в реальных достижениях, не могут наладить эффективного взаимодействия в коллективе, склонны к неэтичному поведению, не хотят оценивать работников в соответствии с их заслугами и значительно больше, чем инициативу и эффективность, поощряют личную преданность и лояльность. Их стремление к признанию, демонстрация собственной значительности и склонность к неоправданному риску могут втягивать руководимую ими организацию в масштабные нереалистические проекты, которые организация выполнить не может и долго за это расплачиваетсяразрушением коллектива, увольнением работников, снижением авторитета организации и материальными потерями [Blair et al., 2008;Chatterjee, Hambrick, 2007;Foster, Trimm, 2008;Hogan, Kaiser, 2005;Judge et al., 2006;Khoo, Burch, 2008;Penney, Spector, 2002;Resick et al., 2009;Rhodewalt , Morf, 1998;Roberts, 2007;Rosenthal, Pittinsky, 2006;Sautter, et al., 2008]. ...
Темная триада, анализу которой посвящен обзор, объединяет три психологические черты – неклинический нарциссизм, макиавеллизм и неклиническую психопатию. В обзоре рассматривается: 1) история формирования представлений о содержании и структуре этих характеристик; 2) некоторые результаты исследования макиавеллизма, нарциссизма и психопатии на неклинических популяциях; 3) место Темной триады в структуре базовых черт личности; 4) представления о ядре Темной триады и чертах – кандидатах на роль характеристики, обуславливающей связи между нарциссизмом, макиавеллизмом и психопатией.
... When toxic leadership is recognised at institutional level, the project is often run in an authoritarian way designed to "damage" the project (Reed, 2004). This hampers and prevents proper project progress due to ineffective decision-making, through the application of a selfishness (Tiwari and Jha, 2022), narcistic abuse of power (Maccoby, 1999) and through the lack of personal integrity (Blair, Hoffman and Helland, 2008). This is reinforced every time they are able to operate within the same organisational environment without being challenged or made aware of their toxic operating disposition (Goldman, 2009) through defensive and protective collusion measures (Locatelli, et al., 2017). ...
This is a research paper that is focused on assessing the impacts of Employer Toxic Leadership in terms of Risk and Stakeholders Management of an 81Km road construction project in Nepal. An interpretive methodology was utilised in order to help understand implicitly the management leadership’s impact on the project. The scope for this research was the on-site supervisory team. The targeted population of interest was made up of 15 engineers located at on-site offices in the early construction phase of a road construction project. The research outcomes consisted of six (6) main themes with corresponding nineteen (19) sub-themes.The paper addresses raised issues of toxic leadership impacts within risk and stakeholder management and establishes outcomes and implications for the continuing project construction management. The paper also indicates that the Employer conducts inadequate risk management especially in relation to a variety of stakeholders and thus faces serious project performance issues leading to project failure.The Employer road construction management is considered to be a very weak risk management environment due to institutional toxic leadership style, orientation and lack of professional engagement of project management with stakeholders. The Employer (government department - DoR) has purposely and negatively altered the project quality and delivery expectations resulting in serious questions over its operational governance stance and financial efficacy.
... In terms of the bright side, narcissists are highly charming, self-assured, and more successful in shortterm romantic relationships (Rhodewalt and Eddings, 2002;Holtzman and Strube, 2010) as well as humorous (Back et al., 2010). In terms of the dark side, narcissists may impede cooperation with others (Blair et al., 2008), have high correlations with aggressive behaviors (e.g., Bushman et al., 2003) and counterproductive work behaviors (Penney and Spector, 2002). Most importantly, the relationship between narcissism and creativity currently attracts much academic attention (Elsbach and Kramer, 2003;Brunell et al., 2008;Goncalo et al., 2010;Mao et al., 2021). ...
The relationship between narcissism and creativity has inspired interesting debates for decades. Drawing on a new perspective, the current study tried to explain how narcissism influences others’ creativity evaluation in the organizational context. Based on the theory of impression management, we suggested that narcissism and creativity may have a more complex relationship rather than a simple linear link. To test this relationship, we conducted a survey of 596 subordinates and 60 leaders in three high-technology companies. The result showed that there was an inverted U-shaped relationship between narcissism and creativity evaluation. Moreover, personal reputation mediated this curvilinear relationship and this relationship was significant only when narcissists were low in political skill. Theoretical and practical implications, limitations and future directions have also been discussed.
... In work life, narcissistic individuals have high desire to be praised and they are poweroriented and self-oriented, and they have a high tendency to get promoted in a short time and to rise in organizational hierarchy (Blair et al., 2008;Campbell et al., 2010;Khoo & Burch, 2008;Rosenthal & Pittinsky, 2006). Also, it has been found that narcissists have a high tendency to rise to managerial positions, and there are high levels of narcissism among chief executive officers (Resick et al., 2009). ...
Personality traits have been extensively studied to understand different behavioral addictions. However, less is known about the relationship of employees’ dark personality traits and work addiction. The purpose of the present study was to examine the associations between the Big Five personality traits (i.e., extroversion, neuroticism, agreeableness, openness, conscientiousness) and dark personality traits (i.e., narcissism, Machiavellianism, psychopathy, sadism, and spitefulness) with work addiction. A total of 514 private sector employees completed a survey that included psychometric assessment tools for the aforementioned variables. Hierarchical regression analysis indicated that lower extroversion, lower openness to experience, higher narcissism, and higher spitefulness were positively associated with work addiction among private sector employees. The findings of the present study suggest that dark personality traits should also be taken into account in order to better understand work addiction among employees.
... Indeed, narcissistic leaders are reported to engage in more one-way communications and controlling and manipulating behaviors (Blair et al., 2017). In addition, they tend to exclude their followers from the decision-making process (Blair et al., 2008;Carnevale et al., 2018;Huang et al., 2019), expect their followers to indiscriminately carry out their agendas and decisions (Hochwarter & Thompson, 2012), and inhibit information exchange among team members (Nevicka et al., 2011). Taken together, narcissistic leaders are more likely to leverage the resources and social capital associated with their popularity to serve their personal own interests and advance theirr personal ambitions rather than promote the collective goals of the team and the organization. ...
Drawing on social influence theory, we propose and test a conceptual model explaining how, why, and when leader status may improve team performance. Based on multisource data from 250 team leaders and their supervisors and followers, we found that leader status is positively related to leader popularity and that the relationship between leader popularity and team performance is negatively moderated by leader narcissism, such that the relationship is positive only when leader narcissism is low. Furthermore, leader narcissism negatively moderates the indirect effect of leader status on team performance via leader popularity, such that the indirect effect is positive only when leader narcissism is low. The implications and limitations of our research are discussed.
... Narcissists' superficial experience of intimacy and hostility to their superiors make it difficult for them to perceive adequate resource support from the supervisor (Campbell et al., 2010;Zhou et al., 2020). Furthermore, for the supervisor of narcissistic employees, through the way supervisors evaluate employees, Blair et al. (2008) found that most supervisors have a negative attitude toward narcissistic employees, and they believe that narcissistic subordinates in the team will have a destructive impact on the daily management and norms of the team. Considering the negative correlation between narcissism and agreeableness (i.e., a trait associated with cooperation), we think supervisors may be more likely to support non-narcissistic subordinates than narcissistic employees. ...
Narcissism has an important influence on employees’ attitudes and behavior. However, research on the mechanism of this process is still relatively scarce. Based on the conservation of resources (COR) theory, this study constructed a conceptual model of the relationship between narcissism and organizational commitment and explored the role of perceived supervisor support and abusive supervision in this process. Data were collected in three waves from 288 participants through an online data collection platform in China. The results indicated that employee narcissism negatively predicts organizational commitment, and this process is mediated by perceived supervisor support. We also discuss the moderating role of abusive supervisors on perceived supervisor support, confirming that external self-value threat affects perceived support of narcissistic individuals. These results contribute to our understanding of the role of narcissism in organizations.
... Nevertheless, the impact of narcissism in the manager role causes many dysfunctions [16]. Narcissistic managers have adverse effects on company strategy and performance [9][11] [17], cause organizational cynicism [18], and counterproductive workplace behaviors such as violation, retaliation, desire for revenge, and bullying [19]. ...
Personalities and behaviors of managers have a considerable impact on various aspects of the organization and employees. As a result, understanding and recognizing different personality traits and behaviors amongst managers can be extremely practical. Accordingly, the primary purpose of this paper is to identify different dimensions of narcissistic personality amongst managers by adopting a qualitative metasynthesis. To this end, a total of 1230 relevant previous studies on three main scientific databases, namely Scopus, Web of Science, and PubMed were analyzed based on their title, abstract, and content. Ultimately, 12 articles were used to determine the different personality types. The findings of qualitative metasynthesis showed that the narcissistic managers can be categorized into 8 dimension which are histrionic, self-accepted, incompatible, vulnerable, efficient, trader, open, and dominant. This paper provides a comprehensive profile of narcissistic managers by identifying different narcissistic managers' personality types, which leads to a better understanding of narcissistic managers.
... Narcissists are considered suitable for leadership positions as described by Freud (1931, p. 218) "people of this type impress others as being 'personalities'; it is on them that their fellow-men are especially likely to lean; they readily assume the role of leader." However, such traits come with a cost as the selfishness of the leader risks the leader-follower relationship (Blair et al., 2008), which impacts the integrity of their actions. Moreover, narcissist leaders are widely known to be engaged in unethical practices (Soyer et al., 1999) as well as white-collar crimes (Blickle et al., 2006). ...
In the current era of a knowledge-based economy, where the main driver is knowledge transfer, knowledge hiding among employees has become a stumbling block. Drawing on the protection motivation theory, we provide another explanation for employees’ engagement with knowledge-hiding behavior. Specifically, we argue that knowledge hiding is a preventive coping mechanism against the threat induced by supervisors’ dark triad of personality traits. We also introduced mattering and job security as cognitive mediations between the supervisor’s dark triad of personality traits and subordinates’ knowledge-hiding behavior. Our results indicate that the supervisor’s dark personality traits enhance subordinates’ knowledge-hiding behavior, mediated by low mattering perception and threatened job security. We also provide a list of knowledge-hiding antecedents studied over the past ten years. Theoretical and practical contributions along with future research directions are also presented.
... However, the effect of DT leaders can be disastrous. For instance, the narcissist's self-involved decision making and hypersensitive self-image can detrimentally influence job and company performance as well as interpersonal relationships (Ames and Kammrath 2004;Blair et al. 2008;Chatterlee and Hambrick 2007;Van Dijk and De Cremer 2006). To give another example, the Machiavellian's ruthless, disagreeable, and egoistic striving for power can lead to highly competitive workplaces and unethical work strategies (Jonason et al. 2015;Paulhus and Williams 2002). ...
People with high dark triad tendencies are often found in leadership positions. Yet research is lacking on whether dark triad personality traits positively correlate with the height of leadership levels (no leadership position, low-level leaders, high-level leaders, head and founder of the company). To explore this relationship between the dark triad and these leadership levels, three studies ( N Germany = 137; N Hungary = 333; N BothCountries = 355) were conducted, to measure dark triad scores for each leadership level. The results reveal that people in higher leadership levels display both higher self-rated and subordinate-rated dark triad scores. Further research is needed to investigate whether this finding is replicable for more objective measures and longitudinal studies as well as cultural norms, which may discourage or support dark triad traits. As the organizations are an important factor in promoting ethic-oriented behavior in individuals, one practical implication could be increased focus on developing ethical behavior during the assessment and training of leadership positions.
... Grijalva et al. (2020) note that the important influence of narcissism at the team level is often overlooked in existing work. They find this oversight perplexing given that such a unique interpersonal trait is relational and tends to hinder a team's ability to maintain a long-term relationship with the team members (Blair et al., 2008;Paulhus, 1998) Prior studies show a significant increase (decrease) in audit quality and audit fees (audit delay) after the implementation of Rule 3211 (Burke et al., 2019). Using difference-in-difference analyses, Cunningham et al. (2019) find that any immediate impact of Rule 3211 on audit quality or fees is limited to specific dimensions of audit quality, specific control groups and/or specific company characteristics. ...
We investigate the relation between the degree of audit partner narcissism and income‐increasing earnings management of client firms at both the individual and team levels of analysis in Japan. With the use of the size of audit partner signatures as a proxy for the degree of narcissism, we find that audit partner narcissism is negatively related to income‐increasing earnings management. Our team level of analysis shows that audit team partner narcissism is also negatively related to income‐increasing earnings management. When an audit engagement team has more than one narcissistic partner, we establish that narcissism is only effective in constraining income‐increasing earnings management if the lead partner in the team is narcissistic. Furthermore, our team level of analysis shows that the size of the engagement team has a moderating effect on lead partner narcissism, suggesting that narcissistic leaders tend to behave differently in larger teams.
... Although prior research generally provides negative results about overconfident CEOs through managing financial statements and unethical behaviors and fraud [18][19][20], relatively little attention has been paid to its positive influence on strategic disclosing decision and firm value; namely, CEO overconfidence can instead boost effective leadership and guidance [21]. Thus, this paper attempts to investigate whether CEO overconfidence affects voluntary disclosure decisions on greenhouse gas (GHG) emissions. ...
The purpose of this study is to investigate the relationship between overconfident CEOs, voluntary disclosure of greenhouse gas emissions and firm value, and whether corporate (internal and external) governance affects this association. Using logistic regression and a firm-fixed effect model, I analyzed a sample of voluntary disclosing firms with the fiscal year in December that are listed in the Korean stock market for the period from 2011 to 2019, measuring corporate governance based on female representation within boards and industry-level competition. As a result, this study finds that, on average, CEO overconfidence is positively related to voluntary disclosure of greenhouse gas emissions. Moreover, in firms with more female representation on boards, the positive relationship between CEO overconfidence, voluntary disclosure of greenhouse gas emissions, and firm value is more pronounced, implying that women directors effectively monitor overconfident CEOs. Similarly, this positive relationship is also strengthened according to the degree of industry-level competition, which indicates that the external governance role of competition can alleviate CEO overconfidence. This study is meaningful as the first study to examine the effect of voluntary greenhouse gas (GHG) emissions disclosure on investors’ valuation in the Korean capital market, taking the characteristics of managers and governance structure into account.
... Vulnerabler Narzissmus ist meist sehr versteckt/covert, und ist, wie der grandiose Narzissmus charakterisiert durch die Abhängigkeit von der Bestätigung anderer. Wenn diese Bestätigung jedoch nicht verfügbar oder mit Zweifeln behaftet ist, dann führt dies beim vulnerablen Narzissmus zu sozialer Vermeidung und Rückzug (Miller, Gentile, & Campbell, 2013;Wink, 1991), während grandiose Narzissten eher zum Angriff übergehen (Blair, Hoffman, & Helland, 2008;Sedikides, Rudich, & Gregg, 2004;Brunell, Staats, Barden, & Hupp, 2010;Blickle, Schlegel, Fassbender, & Klein, 2006). Deshalb könnten Geschlechtsunterschiede im Narzissmus bestimmte Geschlechtsunterschiede im beruflichen Leben erklären, beispielsweise die mit Narzissmus assoziierten Zusammenhänge mit Aggression (Eagly & Steffen, 1986), Führungswunsch (Eagly & Karau, 1991) und akademischem Betrügen (Whitley, Nelson, & Jones, 1999 (Grijalva, Newman, & Louis, 2015). ...
Drei grundsätzliche Ziele verfolgte diese Arbeit: Zunächst die Differenzierung von vulnerablem und grandiosem Narzissmus anhand der Beziehung zwischen Narzissmus und emotionaler Intelligenz. Des Weiteren soll Narzissmus zum ersten Mal mit Emotionsmanagement in Verbindung gebracht werden. Zuletzt sollte das neue Konstrukt „typisches Emotionsmanagement“ bezüglich seiner Zuordnung in die Persönlichkeitsdomäne der emotionalen Intelligenz (als verhaltensbezogener Indikator des sog. Trait EI) untersucht werden. Bei der Onlineuntersuchung wurden hierfür 151 Probanden gewonnen, die zwei Varianten des „Situational Test of Emotion Management“ (STEM) durchführten. Zur Erfassung der typischen Performanz (TP), wurde der neue STEM-TP verwendet, für die der maximalen Performanz (MP), der STEM-MP. Ferner bearbeiteten die Probanden die „Hypersensitive Narcissism Scale“ (HSNS) für den vulnerablen und die deutsche Kurzversion des „Narcissistic Personality Inventory“ (NPI-d) für den grandiosen Narzissmus. Ergänzend wurden die Kurzversionen der Fragebögen „Trait Emotional Intelligence Question-naire“ (TEI-Que-SF) für die Messung des Trait EI und das „Big Five Inventory“ (BFI-K) für die Big Five Faktoren ausgefüllt. Die Ergebnisse weisen darauf hin, dass das neue Konstrukt STEM-TP nicht als verhaltensbezogener Indikator des Trait EI bezeichnet werden kann, da es in keiner signifikanten Beziehung zu den Persönlichkeitsmerkmalen (Trait EI, Narzissmus, Big Five) steht. Die Resultate bestärken auch die Notwendigkeit, vulnerablen und grandiosen Narzissmus zu differenzieren, insbesondere, wenn Persönlichkeitsmerkmale (hier: Emotionale Intelligenz über den Trait EI) über Selbsteinschätzungsverfahren ermittelt werden. Insgesamt legt diese Studie dar, dass bei der Definition der narzisstischen Persönlichkeitsstörung eine genauere Differenzierung und damit bessere Erfassung des vulnerablen Narzissmus durchgeführt werden muss.
... Second, the study contributes to the narcissism literature. Despite the proliferation of research investigating narcissism in the organizational sciences (Blair et al., 2008;Campbell et al., 2011;Ding et al., 2018), employee silence, as we mentioned earlier, remains a seemingly theoretical relevant yet unexplored outcome of employee narcissism. Existing narcissism research in the management area has mainly focused on leader narcissism and how it influences employees' silence behavior (Hamstra et al., 2019;Wang et al., 2018), leaving the role of employee narcissism underinvestigated. ...
In response to recent calls to understand whether and when narcissism is detrimental to the organization in particular cultural contexts, the current research aims to investigate whether employee narcissism is related to employee silence, and how supervisor narcissism and employee traditionality moderate this relationship in China. The hypotheses were tested in multi-source data collected from 227 employees and their 56 supervisors in a Chinese machinery company. The results from the multi-level analyses showed that employees’ narcissism was positively related to their silence behavior. In addition, this positive relationship was only positive and significant when supervisor narcissism or employee traditionality was high. We discuss the theoretical and practical implications, as well as future research directions.
... Despite the rise of leaders with dark personalities and the previously discussed evidence of higher pay, performance evaluations, and promotion potential, research suggests these individuals often have destructive effects on their organizations. Narcissistic leaders are more likely to violate company ethical standards (O'Connor et al. 1995;Blickle et al. 2006) and create unhappy workplaces (Blair et al. 2008). Much of their perceived creativity is likely a façade (Goncalo et al. 2010), and they inhibit the performance of groups they lead (Nevicka et al. 2011). ...
Prior research indicates that managers’ dark personality traits increase their tendency to engage in disruptive and unethical organizational behaviors including accounting earnings management. Other research suggests that the prevalence of dark personalities in management may represent an accidental byproduct of selecting managers with accompanying desirable attributes that fit the stereotype of a “strong leader.” Our paper posits that organizations may hire some managers who have dark personality traits because their willingness to push ethical boundaries aligns with organizational objectives, particularly in the accounting context where ethical considerations are especially important. Using several validation studies and experiments, we find that experienced executives and recruiting professionals favor hiring a candidate with dark personality traits into an accounting management position over an otherwise better-qualified candidate when the hiring organization faces pressure to manage earnings. Our results help to illuminate why individuals with dark personality traits may effectively compete for high-level accounting positions.
... Są natomiast badacze, którzy przyjmują odmienną optykę przywództwa i, nie odwołując się do kwestii władzy, zaznaczają, że przywództwo może istnieć w dwóch odcieniach: pozytywnym i negatywnym (Ciuk 2012). W tym drugim, negatywnym aspekcie można mówić choćby o przywództwie destrukcyjnym (Einarsen, Aasland, Skogstad 2007) czy też niekorzystnej wersji przywództwa narcystycznego (Blair, Hoffman, Helland 2008). W opracowaniu tym przyjęto to ostatnie podejście do przywództwa, w którym istotą jest jego społeczny i relacyjny wymiar, i które może występować w pozytywnej lub negatywnej odsłonie. ...
... Są natomiast badacze, którzy przyjmują odmienną optykę przywództwa i, nie odwołując się do kwestii władzy, zaznaczają, że przywództwo może istnieć w dwóch odcieniach: pozytywnym i negatywnym (Ciuk 2012). W tym drugim, negatywnym aspekcie można mówić choćby o przywództwie destrukcyjnym (Einarsen, Aasland, Skogstad 2007) czy też niekorzystnej wersji przywództwa narcystycznego (Blair, Hoffman, Helland 2008). W opracowaniu tym przyjęto to ostatnie podejście do przywództwa, w którym istotą jest jego społeczny i relacyjny wymiar, i które może występować w pozytywnej lub negatywnej odsłonie. ...
Purpose
In the quest of exploring specific developments in contemporary management research, this study highlights the prevalence of narcissistic leadership in IT firms. We employed the upper-echelon framework to analyze the impact of narcissistic leadership on project success. This study considered the dark side of a leader’s narcissism while analyzing how narcissistic leadership affects a project’s success through knowledge sharing and collectivism.
Design/methodology/approach
Structural equation modeling is employed to investigate this proposition. Using convenience sampling, approximately 370 questionnaires were dispensed out of which 272 completed questionnaires were utilized for performing the analysis of IT firms.
Findings
Narcissistic leadership affects project’s success through knowledge sharing and collectivism. The results indicate that narcissistic leadership negatively predicts project success. Moreover, knowledge sharing fully mediated the relationship between narcissistic leadership and project success. Whereas, collectivism moderates the relationship between knowledge-sharing and narcissistic leadership.
Originality
Our assumptions are based on the upper-echelon theory indicating that narcissistic leadership affects project success through knowledge-sharing and collectivism. This has been proved by the empirical analysis carried out in Pakistan’s IT sector.
Using the tenets of learned helplessness theory, we propose and test a model suggesting how the perception of supervisor narcissism impacts acquiescent silence and employee creativity. We further suggest acquiescent silence as a mediator, and law and code ethical climate as a moderator, in the link between supervisor narcissism and creativity. We found good support for the proposed hypotheses using multi‐wave data collected from 258 employees of service‐oriented companies in North America. Results show that supervisor narcissism prompts employees to exhibit acquiescent silence, which also mediates the link between supervisor narcissism and employee creativity. The law and code ethical climate moderates the effect of supervisor narcissism on acquiescent silence and that of silence on creativity. Therefore, this study identifies a key factor, acquiescent silence, through which supervisor narcissism impedes employee creativity, and it also reveals how this process might be buffered by the law and code ethical climate. We discuss the theoretical and practical implications of our findings.
For the period 2015–2019 and based on a Spanish sample of 145 listed companies, this paper provides insights into how narcissistic chief executive officers (CEOs) influence the proportion of women in top management teams (TMTs). As a further analysis and in line with social psychology and upper echelons theories, we study whether the power and gender of a CEO and the female proportion in the firm's board moderate the relationship. Our results reveal that narcissistic CEOs are less likely to support women in TMTs, confirming that CEO personality traits influence team structure. Further results suggest that this aversion increases as the CEO's power grows and is a woman, and when female proportion in board decreases. The results have an impact on the gender equality goal, demonstrating that the behavior of women toward promoting gender equality in TMTs depends both on the specific position of women in the firm's hierarchy and on their personal psychological attributes. We find that women directors support social identity values and that narcissistic female CEOs act like queen bees.
The present research investigated whether the Italian mafia as a Dark Triad threat increased threat-related affective states and explored how thinking about defense mechanisms may help to reduce these states. For this, we conducted a multi-method experimental study with Italians (N = 253). The quantitative results show that the mafia as a threat manipulation increased threat-related affective states in terms of higher behavioral inhibition (BIS) and lower behavioral activation (BAS). The qualitative results further depict proximal and distal defense mechanisms to reduce this threat, which can be categorized into models of threat and defense. Exploratory analyses indicate that naming distal defenses positively affected the increase of BAS. Additionally, when participants had higher levels of BIS after the threat, naming more defenses and proximal defenses positively affected the decrease of BIS. Further qualitative results provide valuable information on effective personal and societal buffers for the perceived threat of the Italian mafia.
Bu araştırmanın amacı ergenlerdeki siber mağduriyet, akran zorbalığı ve karanlık üçlü kişilik özelliklerinin ergenlerin siber zorba olup olmadığını ne düzeyde yordadığını belirlemektir. Bu araştırma kesitsel desende gerçekleştirilmiş betimsel bir nicel araştırma olup keşfedici korelasyonel modelde tasarlanmıştır. Araştırmaya 2021-2022 eğitim öğretim yılında İnönü Üniversitesi’ndeki 9 fakülte ve 1 meslek yüksekokulunda öğrenim gören toplam 952 öğrenci katılmıştır. Araştırmada veri toplama araçları olarak Yenilenmiş Siber Zorbalık/Mağduriyet Envanteri 2, Akran Zorbalığı Ölçeği, Kısaltılmış Karanlık Üçlü Ölçeği Türkçe Formu ve kişisel bilgi formu kullanılmıştır. Araştırmanın verileri yüzde-frekans analizi ve lojistik regresyon analizi ile incelenmiştir. Araştırma sonucunda örneklemdeki ergenlerin %47’sinin siber zorbalık sürecine zorba, mağdur veya zorba/mağdur (hem zorba hem de mağdur) olarak dahil olduğu; %53’ünün siber zorbalığa dahil olmadığı saptanmıştır. Ergenlerin %30’unun siber zorba, %40’ının siber mağdur, %7’sinin sadece siber zorba, %17’sinin sadece siber mağdur, %23’ünün ise zorba/mağdur olduğu belirlenmiştir. Elde edilen lojistik regresyon modelinde siber zorbalık ile araştırmada ele alınan yordayıcı değişkenler arasında ilişki olduğu, modelin uyum iyiliğinin yeterli düzeyde olduğu ve siber zorbalıktaki varyansın %22.3’ünü açıkladığı tespit edilmiştir. Elde edilen modelin siber zorba olan ve olmayan ergenleri %78.7 oranında doğru sınıflandırdığı bulunmuş; modeldeki yordayıcı değişkenlerden siber mağduriyet, akran zorbalığı, Makyavelizm ve psikopatinin siber zorba olan ve olmayan ergenlerin yordanmasına anlamlı katkılar sağladığı belirlenmiştir.
The aim of this study is to determine to what extent adolescents' cyber victimization, peer bullying, dark triad personality traits, risk behavior and prosocial behaviors predict cyberbully and non-cyberbully adolescents. This research is a descriptive quantitative research conducted in a cross-sectional design and designed in an exploratory correlational model. A total of 952 students studying at 9 faculties and 1 vocational school at İnönü University in the 2021-2022 academic year participated in the research. Revised Cyberbullying/Victimization Inventory 2, Peer Bullying Scale, Short Dark Triad Scale Turkish Form, Risk Behaviors Scale, Prosocial Tendencies Scale and personal information form were used as data collection tools in the study. The data of the study were analyzed by percent-frequency analysis and logistic regression analysis. Before performing the logistic regression analysis, it was determined that the sample was large enough, outlier data were not included in the analysis, and the correlation coefficients between the variables were examined and it was seen that there was no multicollinearity problem. As a result of the research, it was determined that 47% of the adolescents in the sample were involved in the cyberbullying process as a bully, victim or bully/victim (both bully and victim); 53% of them were not involved in cyberbullying. It was determined that 30% of the adolescents are cyberbullies, 40% are cyber victims, 7% are only cyberbullies, 17% are only cyber victims, and 23% are bullies/victims. In the logistic regression model obtained, it was determined that there was a relationship between cyberbullying and the predictive variables in the study, that the goodness of fit of the model was sufficient and it explained 25% of the variance in cyberbullying. It was determined that the model accurately classified cyberbully and non-cyberbully adolescents at the rate of 79%, and cyber victimization, peer bullying, alcohol use, antisocial behaviors and nutrition habits made significant contributions to the prediction of cyberbully and non-cyberbully adolescents.
Tujuan penelitian adalah menguji hubungan pengungkapan corporate social responsibility (CSR) dan manajemen laba. Faktor lain yang diuji adalah narsisme direktur utama dalam mempengaruhi hubungan tersebut. Penelitian ini menggunakan analisis regresi dengan sampel 398 perusahaan manufaktur yang terdaftar di Bursa Efek Indonesia (BEI) pada 2015- 2018. Hasil penelitian menunjukkan bahwa pengungkapan corporate social responsibility (CSR) berkorelasi positif dengan manajemen laba. Semakin tinggi pengungkapan CSR, semakin tinggi juga tingkat intensitas manajemen laba. Hasil ini semakin kuat untuk perusahaan yang direktur utamanya tergolong narsis.
Zusammenfassung
Das folgende Kapitel befasst sich mit der Nutzbarmachung von Diversity in Organisationen und der Rolle von Führung in diesem Prozess. Zu Beginn werden aktuelle gesellschaftliche Entwicklungen, wie Migration und Globalisierung, aufgegriffen, um die Relevanz von Diversity und Diversity Management aufzuzeigen. Zudem wird die aktuelle Arbeitsmarktsituation von Migrierenden in Deutschland im internationalen Vergleich betrachtet. Darüber hinaus wird das Konstrukt der sozialen Diskriminierung eingehend beleuchtet und auf die Entstehung, Wirkung und Aufrechterhaltung diskriminierender Strukturen und Verhaltensweisen im heutigen Deutschland eingegangen. Anschließend werden die Vor- und Nachteile der Arbeit in heterogenen Teams eingehend diskutiert sowie Modelle und Führungsstile im Hinblick auf die Führung diverser Arbeitsgruppen erläutert. Führungsverhalten und die Erwartung an die Führungskraft werden ergänzend aus einer kulturvergleichenden Perspektive betrachtet und es wird herausgearbeitet, welche Gemeinsamkeiten und Unterschiede diesbezüglich vorhanden sein können. Abschließend wird auf die Operationalisierung von Führungserfolg in interkulturellen Kontexten eingegangen. Einerseits wird die Beziehung zwischen Mitarbeitenden und Führungskraft beleuchtet, andererseits die Wahrnehmung von angemessenem Verhalten der Führungskraft durch die Mitarbeitenden diskutiert.
The purpose of this research is to deepen the understanding of how employees react to others' help in a day-to-day context, with a focus on the role of narcissism in employees' prosocial motivation and behaviors. We hypothesize that received help generally enhances employees' prosocial motivation at the daily level, in turn increasing their own behaviors to help other coworkers and decreasing their interpersonal deviance. In addition, these effects hold only among employees who are low in narcissism. In other words, employees who are more narcissistic tend not to “pay it forward” when they receive help from their peers at work because received help fails to increase their prosocial motivation. Data from a two-week daily experience sampling study of 129 employees' 1047 daily reports confirmed the hypothesized model. Further, the results demonstrated that the effect was driven by the rivalry, but not the admiration, dimension of narcissism. Implications for the research of received help are presented.
Despite anecdotal evidence showing that some CEOs possess narcissistic personality traits, research on this individual characteristic is still lagging behind. While the literature has established that narcissistic CEO traits may affect firm performance, it is not clear whether they act as constructive or destructing forces in family firms. This is particularly important given family firms' attention towards the preservation of socioemotional wealth. A question thus arises: Can family firms benefit from narcissistic CEOs or should they avoid appointing individuals with this personality trait? Our analysis of unique data from Italian CEOs-collected through a survey and a psychometric test-reveals that CEO narcissism is lower in family firms, and among family CEOs. Nevertheless, in family firms, more narcissistic CEOs tend to exploit greater innovation opportunities by fostering higher TMT strategic decision comprehensiveness. Our findings advance our understanding of narcissism in leadership positions, highlighting its importance for family firms' innovation and providing meaningful contributions for research on CEO personality, family business and innovation, as well as for practitioners.
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.
Narcissism is widely considered to be a trait that is commonly found in leaders, but also a characteristic that is frequently a source of problems for their organizations. However, there is accumulating consensus in the organizational literature that, rather than a necessary evil, narcissism can potentially be a mixed blessing for leaders. The present study sets out to reconcile the paradoxical effects of leader narcissism by exploring when and how leader narcissism hampers or helps follower job performance. Utilizing a social cognitive approach to leadership and drawing upon the inferential model of leadership perceptions, we propose that leader effectiveness can shape followers’ dual collective leadership perceptions in response to leader narcissism and that these shared perceptions in turn influence follower job performance in opposing manners. The results of multi-wave, multi-source, and multilevel data showed that when leader narcissism was accompanied by low levels of leader effectiveness, followers collectively tended to perceive their leaders as being more narcissistic. However, when leader narcissism was accompanied by high levels of leader effectiveness, followers collectively tended to perceive their leaders as more charismatic. Followers’ dual collective leadership perceptions then mediated the joint effects of leader narcissism and leader effectiveness on follower job performance.
This chapter introduces the notion of personality disorders and focuses on defining and profiling dark personalities. Theory: The Dark Triad Model, composed of narcissism, Machiavellianism, and psychopathy, is introduced, and each personality is described and defined. The association between these three dark personalities and other personality models is presented. The origins of dark personalities are addressed, and the causes, developmental factors, gender differences, and their prevalence in society and the workplace are introduced. Practice: The practical section of the chapter offers a workplace competency profile of the three dark personalities. This Dark Triad Workplace Competency Profile provides information on how candidates presenting dark personalities score on 50 competencies used for employee selection and promotion. The profile includes most of the competencies used by I/O psychologists and HR professionals for different positions, including management positions.
Leadership style is defined by a leader’s personality. Toxic or abusive leadership is the behavioral expression of dark personality traits.
Theory: This chapter addresses the relationship between dark personality traits, leadership style and leader behaviors. I introduce a model of the impact of leader personality on employees and organizational outcome. I present how each of the three dark personalities included in the Dark Triad influences leadership style. Finally, positive leadership theories and models are introduced, and explanations of why individuals presenting dark personalities would score low on the competencies associated with positive leadership styles are presented.
Practice: Leadership competencies are extracted from each of the positive leadership styles to form a Positive Leadership Competency Profile. Readers are encouraged to create a leadership competency profile for selection, performance appraisal, and promotion.
This study examines the relationship between CEO overconfidence, environment, social, and governance investments, and firm value. Drawing on insights from upper echelon and agency theory, greater female representation on boards is expected to act as an independent monitoring mechanism to control and reconcile CEO overconfidence which leads to enhancement of corporate value induced by environment, social, and governance investments. Empirical evidence in this study finds that, on average, overconfident managers tend to engage in ESG investments in South Korea. Furthermore, in firms with high environment, social, and governance investments, the negative association between CEO overconfidence and firm value is mitigated, showing that environment, social, and governance investments are effective moderators in controlling and constraining managerial overconfidence. Finally, we find that the joint impact of CEO overconfidence and environment, social, and governance investments on corporate value is distinctive in firms with female board representation. Taken together, we find that negative effects associated with CEO overconfidence can be alleviated by the role of female leadership that links corporate environment, social, and governance investments to firm value.
Purpose
Success in corporate relative performance is one of the factors for the growth and durability of firms. Since the relative performance is a function of managers' decisions and such decisions are under the influence of behavioral and psychological characteristics, this paper aims to assess the managers’ and auditors’ narcissism's effect on the management team's stability relative to corporate performance.
Design/methodology/approach
This paper has used the signature magnitude for examining narcissism and the regression model of Jenter and Kanaan (2015) for assessing relative corporate performance. The logistic regression is used to test the model of the management team's stability, and the multivariate regression is used to test the model of relative corporate performance. Research hypotheses were also examined using a sample of 768 listed year-companies on the Tehran Stock Exchange during 2012–2017 and by employing a panel data approach and fixed effects method.
Findings
The obtained results show a negative and significant relationship between managers' and auditors' narcissism and the management team's stability. The relationship between the narcissism of managers and auditors and relative corporate performance is positive and significant. Moreover, managers' narcissism positively and significantly impacts the relationship between auditors' narcissism and team management stability. A negative and significant relationship is evident between auditors’ narcissism and relative corporate performance.
Originality/value
This study's results can identify the effect of psychological components such as narcissism on people's performance by directing and influencing their decisions. Many studies have been conducted on narcissism, but none of them have examined the impact auditors’ and managers' narcissism has on the management team's stability and the corporate relative performance. Therefore, considering the importance of success in the corporate relative performance and benefits of the management team's stability, this study's results can reveal the importance of such features in accounting research. Also, the results of this research can make it important to know more about financial behavioral theory.
Research over the past decade has shown that grandiose narcissists are often successful at attaining leadership positions in organizations. However, there is no evidence that narcissists lead higher performing firms, and while they see themselves as more competent leaders, there is no evidence for this, either. In fact, research shows that narcissistic leaders have numerous negative effects on the entities they lead. This raises a question: Why are narcissists so successful in attaining leadership positions? We suggest that the defining characteristics of grandiose narcissism (grandiosity, self-confidence, entitlement, and a willingness to exploit others for one's own self-interest) may make them more effective organizational politicians than those who are lower in narcissism. We report the results of three studies that show: (1) those higher in narcissism are more likely than those who are lower to see organizations in political terms (opportunity), (2) they are more willing to engage in organizational politics (motive), and (3) they are more skilled political actors (means). We discuss the implications of these results for organizational dynamics and career processes.
Employee silence is detrimental to organizations, and managers high in narcissism may create conditions that indirectly promote employee silence. Drawing on socio‐analytic theory, in three samples ( Ns = 79, 125, and 119), we investigated whether employees’ perceptions of manager trustworthiness mediated the relation between manager trait narcissism and employee silence, and whether this mediation was moderated by a social skill, apparent sincerity. We found that the three samples largely supported our research model. Manager narcissism lowered employees’ perceptions of manager trustworthiness, which were in turn related to increased employee silence. Whereas the effect of narcissism on trustworthiness perceptions and, indirectly, on employee silence were stronger for managers lower in apparent sincerity, these effects of narcissism were absent for managers high in apparent sincerity.
Practitioner points
Perceptions of manager trustworthiness are a key relational process in dyadic, leader–follower relationships; for example, as our studies show, low trustworthiness predicts employee silence about important issues that may be hampering work/organizational functioning.
Furthermore, our studies show that manager trait narcissism drives employees’ perceptions of their manager’s trustworthiness, and indirectly, employee silence.
The findings highlight the downsides of manager narcissism in dyadic relationships with employees, which prompts guarding against hiring and promoting individuals who are high in trait narcissism to management positions.
Moreover, we find that high narcissism managers who seek to appear sincere, may be successful at mitigating the impact of their narcissism on trustworthiness and silence.
The findings lead us to recommend managers to improve their sincerity impression management skills – not doing so may be particularly detrimental among those who are more narcissistic.
Purpose
This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship.
Design/methodology/approach
The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India.
Findings
From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability.
Originality/value
The theoretical and practical implications of the study are also discussed.
The Millennial Generation is frequently identified with narcissistic behavior. However, less work has examined the narcissism of the subsequent generational cohort, Generation Z. In this article, we review the literature on the relationship between narcissism and undergraduate academic major in a college of business, campus involvement, and several demographic variables. We then conduct a study ( N = 660) to evaluate subclinical narcissism and its relationship to those choices and traits among contemporary undergraduate business college students using the Narcissistic Personality Inventory (NPI) and the Single Item Narcissism Scale (SINS). Results reveal one of the highest mean NPI scores in the literature, corroborating prior findings concerning elevated narcissism among business students and providing a piece of evidence concerning intergenerational narcissism. Then, using a set of regression models, we find that NPI scores are higher among finance majors, leaders of student organizations, males, younger students, extrinsically religious students, and non-White students. The SINS is supported as a valid measure of subclinical narcissism. We then discuss how these findings have influenced our approach to course policy and classroom management, and we outline directions for future research based on this exploratory study of Generation Z college students.
Studies of discrete pride in the workplace are both few and on the rise. We examined what has, to date, been yet unstudied: the impact that a leader’s expressions of authentic and hubristic pride can have on the followers at that moment, and on their feelings about their task, leader, and group. Students working in groups building Lego structures rated their perceived leader regarding expressions of pride, both authentic and hubristic. Students who perceived the leader as expressing more authentic pride rated the task, group (satisfaction and cohesion), and leader more positively; while the reverse was generally true for perceptions of expressions of hubristic pride. We found these effects both at the individual level, and at the group level. We also predicted and found moderation for the type of task worked on, creative or detailed. Implications abound for leader emotional labor and emotion management.
Leadership is one of the most researched topics in psychological and other social and behavioral sciences. It is routinely seen as vital to the success and vitality of various forms of collaborative activity not only in organizations but in society at large. This has provided the stimulus for a massive amount of theoretical and applied research and also supports a huge industry. But to whom does this body of work appeal? More specifically, does it appeal to people with a broad interest in advancing groups and society or to people who are primarily interested in promoting themselves? To answer this question, we explore the extent to which individuals' narcissism predicts their endorsement of leadership theories. Results provide empirical evidence that the more narcissistic people are, the more they find leadership theories appealing and the more interest they have in learning about the ideas behind particular theories. The predictive power of narcissism also holds when accounting for other variables (including demographic, Big Five traits, and ideological and motivational variables). We conclude that psychological theorizing about leadership can be a double-edged sword in so far as the lionization of leaders(hip) appeals to, and legitimizes, the tastes of a narcissistic audience. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
The purpose of this study was to test whether a multisource performance appraisal instrument exhibited measurement invariance across different groups of raters. Multiple-groups confirmatory factor analysis as well as item response theory (IRT) techniques were used to test for invariance of the rating instrument across self, peer, supervisor, and subordinate raters. The results of the confirmatory factor analysis indicated that the rating instrument was invariant across these rater groups. The IRT analysis yielded some evidence of differential item and test functioning, but it was limited to the effects of just 3 items and was trivial in magnitude. Taken together, the results suggest that the rating instrument could be regarded as invariant across the rater groups, thus supporting the practice of directly comparing their ratings. Implications for research and practice are discussed, as well as for understanding the meaning of between-source rating discrepancies.
The purpose of this investigation was to examine the psychometric properties (interrater reliabilities within source and correlations between sources) of subordinate, supervisor, peer, and self-ratings of job performance. Different job types and dimension types were compared. Using meta-analytic methodology, we found that subordinates showed the lowest mean reliability (.30) and supervisors showed the highest (.50), with peers in between (.37). Mean correlations between sources were low for subordinate ratings (.22 with supervisor, .22 with peer, and .14 with self-ratings) and for self-ratings (.22 with supervisor and .19 with peer ratings). The mean supervisor-peer correlation was higher at .34. Both reliabilities and correlations between sources tended to be higher for nonmanagerial and lower complexity jobs. Comparisons of between-source correlations with within-source reliabilities indicated that, with some qualifications, the different sources had somewhat different perspectives on performance. Dimension reliabilities differed somewhat for interpersonal and cognitive dimensions.
A narcissistic personality can be seen as arising from a number of separate dimensions of mental life: (a) a characteristic set of states of mind; (b) alterations in metacognitive skills—in particular a difficulty in accessing one's own inner states, desires, and emotions—and a difficulty in under-standing another's mind from a decentrated perspective; (c) the sensation that experiences are not being shared with a relevant other and that one does not belong to real-life groups; (d) characteristic methods of regulating one's self-image and self-esteem through cognitive biases; (e) the use, in most cases, of values, rather than emotional experience and interpersonal regula-tion, for regulating behavior; and (f) characteristic dysfunctional interper-sonal cycles. In this work the authors propose an integrated model that describes how the disorder perpetuates itself and suggest some hierarchies of importance between the elements portrayed above. Over the past 30 years, starting with the work done by Kohut (1966) and Kernberg (1967), many researchers have described the various aspects that make up a narcissistic personality. In this article we first try to identify its fundamental elements. After that we propose a psychopathological model describing the hierarchies of importance between the various
The purpose of this investigation was to examine the psychometric properties (interrater reliabilities within source and correlations between sources) of subordinate, supervisor, peer, and self-ratings of job performance. Different job types and dimension types were compared. Using meta-analytic methodology, we found that subordinates showed the lowest mean reliability (.30) and supervisors showed the highest (.50), with peers in between (.37). Mean correlations between sources were low for subordinate ratings (.22 with supervisor, .22 with peer, and .14 with self-ratings) and for self-ratings (.22 with supervisor and .19 with peer ratings). The mean supervisor-peer correlation was higher at .34. Both reliabilities and correlations between sources tended to be higher for nonmanagerial and lower complexity jobs. Comparisons of between-source correlations with within-source reliabilities indicated that, with some qualifications, the different sources had somewhat different perspectives on performance. Dimension reliabilities differed somewhat for interpersonal and cognitive dimensions.
This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership--who we are is how we lead--and this information can be used to select future leaders or improve the performance of current incumbents. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study examines the relationships among hostility, grandiosity, dominance, narcissism, and self-esteem in samples of 84, 57, and 300 Ss. The intercorrelations among various self-report and observer ratings of these constructs suggest that (1) hostility, grandiosity, dominance, and narcissism are substantially intercorrelated and form a coherent system of constructs and (2) the common variance in this system of constructs significantly predicts variations in Ss' self-esteem. The notion that some people use grandiosity, dominance, and a more generalized narcissistic personality style to manage their hostility and maintain a sense of positive regard was evaluated using hierarchical analyses. The results of these analyses were consistent with this model. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A narcissistic personality can be seen as arising from a number of separate dimensions of mental life: (a) a characteristic set of states of mind; (b) alterations in metacognitive skills--in particular a difficulty in accessing one's own inner states, desires, and emotions--and a difficulty in understanding another's mind from a decentrated perspective; (c) the sensation that experiences are not being shared with a relevant other and that one does not belong to real-life groups; (d) characteristic methods of regulating one's self-image and self-esteem through cognitive biases; (e) the use, in most cases, of values, rather than emotional experience and interpersonal regulation, for regulating behavior; and (f) characteristic dysfunctional interpersonal cycles. In this work the authors propose an integrated model that describes how the disorder perpetuates itself and suggest some hierarchies of importance between the elements portrayed above. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Presents methods for assessing agreement among the judgments made by a single group of judges on a single variable in regard to a single target. For example, the group of judges could be editorial consultants, members of an assessment center, or members of a team. The single target could be a manuscript, a lower level manager, or a team. The variable on which the target is judged could be overall publishability in the case of the manuscript, managerial potential for the lower level manager, or a team cooperativeness for the team. The methods presented are based on new procedures for estimating interrater reliability. For such situations, these procedures furnish more accurate and interpretable estimates of agreement than estimates provided by procedures commonly used to estimate agreement, consistency, or interrater reliability. The proposed methods include processes for controlling for the spurious influences of response biases (e.g., positive leniency and social desirability) on estimates of interrater reliability. (49 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Confirmatory factor analysis (CFA) and item response theory (IRT) were applied to determine the extent to which peer and subordinate ratings of managers on a teambuilding skill dimension are directly comparable. Simultaneous CFA in the 2 groups of raters suggested that the 2 sets of ratings are calibrated equivalently, and polytomous IRT methods led to similar conclusions. The results were replicated in independent samples of raters. These are encouraging results for practitioners or researchers who compare ratings from these 2 groups. In addition to presenting the empirical findings from the study and illustrating how CFA and IRT methods of testing measurement equivalence compare, the article shows the unique types of information about performance appraisals that IRT and CFA can provide to researchers and practitioners, with implications for future research. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Used hierarchical confirmatory factor analysis to test alternative latent structures underlying performance in multiple dimensions as measured by work samples and 3 rating sources. The model receiving strongest support was one that specified multidimensional trait (performance dimension) and measurement method second-order factors (SOFs). This model exhibited significant convergent and discriminant validity, showed significant measurement method effects, and indicated that different measurement methods assess somewhat different aspects of the total criterion construct space. Significant correlations between measurement method SOFs and performance predictors suggest the need to reconsider the interpretation of method factors, not as bias, but as possibly representing different overall perspectives on performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The failure of many American corporations to adapt to changed economic circumstances has become a major social concern. Many reasons have been alleged for those catastrophes. These allegations describe the ostensible reasons, but they do not explain adequately. The explanations are fundamentally psychological, significantly having to do with individual and organizational narcissism, unconscious recapitulation of family dynamics in the organization, exacerbating dependency, psychologically illogical organization structure and compensation schemes, inadequate management of change, and inability to recognize and manage cognitive complexity. To deal more effectively with such problems calls for greater psychological sophistication among boards of directors and senior executives. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We used hierarchical confirmatory factor analysis to test alternative latent structures underlying performance in multiple dimensions as measured by work samples and three rating sources. The model receiving strongest support was one that specified multidimensional trait (performance dimension) and measurement method second-order factors (SOFs). This model exhibited significant convergent and discriminant validity, showed significant measurement method effects, and indicated that different measurement methods assess somewhat different aspects of the total criterion construct space. Significant correlations between measurement method SOFs and performance predictors suggest the need to reconsider the interpretation of method factors, not as bias, but as possibly representing different overall perspectives on performance.
Confirmatory factor analysis (CFA) and item response theory (IRT) were applied to determine the extent to which peer and subordinate ratings of managers on a team-building skill dimension are directly comparable. Simultaneous CFA in the 2 groups of raters suggested that the 2 sets of ratings are calibrated equivalently, and polytomous IRT methods led to similar conclusions. The results were replicated in independent samples of raters. These are encouraging results for practitioners or researchers who compare ratings from these 2 groups. In addition to presenting the empirical findings from the study and illustrating how CFA and IRT methods of testing measurement equivalence compare, the article shows the unique types of information about performance appraisals that IRT and CFA can provide to researchers and practitioners, with implications for future research.
Many cross-cultural researchers are concerned with factorial invariance; that is, with whether or not members of different cultures associate survey items, or similar measures, with similar constructs. Researchers usually test items for factorial invariance using confirmatory factor analysis (CFA). CFA, however, poses certain problems that must be dealt with. Primary among them is standardization, the process that assigns units of measurement to the constructs (latent variables). Two standardization procedures and several minor variants have been reported in the literature, but using these procedures when testing for factorial invariance can lead to inaccurate results. In this paper we review basic theory, and propose an extension of Byrne, Shavelson, and Muthgn’s (1989) procedure for identifying non-invariant items. The extended procedure solves the standardization problem by performing a systematic comparison of all pairs of factor loadings across groups. A numerical example based upon a large published data set is presented to illustrate the utility of the new procedure, particularly with regard to partial factorial invariance.
This book introduces multiple-latent variable models by utilizing path diagrams to explain the underlying relationships in the models. This approach helps less mathematically inclined students grasp the underlying relationships between path analysis, factor analysis, and structural equation modeling more easily. A few sections of the book make use of elementary matrix algebra. An appendix on the topic is provided for those who need a review. The author maintains an informal style so as to increase the book's accessibility. Notes at the end of each chapter provide some of the more technical details. The book is not tied to a particular computer program, but special attention is paid to LISREL, EQS, AMOS, and Mx. New in the fourth edition of Latent Variable Models: * a data CD that features the correlation and covariance matrices used in the exercises; * new sections on missing data, non-normality, mediation, factorial invariance, and automating the construction of path diagrams; and * reorganization of chapters 3-7 to enhance the flow of the book and its flexibility for teaching. Intended for advanced students and researchers in the areas of social, educational, clinical, industrial, consumer, personality, and developmental psychology, sociology, political science, and marketing, some prior familiarity with correlation and regression is helpful. © 2004 by Lawrence Erlbaum Associates, Inc. All rights reserved.
Charismatic business leaders are often heralded as corporate heroes by orchestrating turnarounds, launching new enterprises, engaging in organizational renewal or change, and obtaining extraordinary performance from individuals. The effectiveness of these leaders may be interpreted by executives as an unqualified recommendation for such leadership in their organizations. However the risks involved in charismatic leadership are at least as large as the promises. What is missing from current discussions about charisma is consideration of its darker side. In this article we focus on a paradox that emerges whenever one discusses leaders such as Robert Campeau, Max DePree, Lee lacocca, Ross Johnson, Ralph Larsen, and Michael Milken: why are some charismatic leaders destructive, while others are beneficial to followers, organizations, and even entire societies? Drawing on the results from an interview study as well as the popular management literature, we describe the qualities and values that differentiate ethical and unethical charismatic leaders. We also examine the impact ethical and unethical charismatic leaders have on followers and how organizations can develop ethical charismatic leaders.
Having been largely unknown as a clinical entity, the narcissistic personality has recently come into the limelight. It is argued that one critical component in the orientation of leaders is the quality and intensity of their narcissistic development. In this paper, the relationship between narcissism and leadership is explored. Using concepts taken from psychoanalytic object relations theory, three narcissistic configurations found among leaders are presented: reactive, self-deceptive, and constructive. Their etiology, symptomatology, and defensive structure is discussed. The influence of each configuration on interpersonal relations and decision-making is examined in a managerial context.
Many cross-cultural researchers are concerned with factorial invariance; that is, with whether or not members of different cultures associate survey items, or similar measures, with similar constructs. Researchers usually test items for factorial invariance using confirmatory factor analysis (CFA). CFA, however, poses certain problems that must be dealt with. Primary among them is standardization, the process that assigns units of measurement to the constructs (latent variables). Two standardization procedures and several minor variants have been reported in the literature, but using these procedures when testing for factorial invariance can lead to inaccurate results. In this paper we review basic theory, and propose an extension of Byrne, Shavelson, and Muthén's (1989) procedure for identifying non-invariant items. The extended procedure solves the standardization problem by performing a systematic comparison of all pairs of factor loading across groups. A numerical example based upon a large published data set is presented to illustrate the utility of the new procedure, particularly with regard to partial factorial invariance.
This article considers single sample approximations for the cross-validation coefficient in the analysis of covariance structures. An adjustment for predictive validity which may be employed in conjunction with any correctly specified discrepancy function is suggested. In the case of maximum likelihood estimation under normality assumptions the coefficient obtained is a simple linear function of the Akaike Information Criterion. Results of a random sampling experiment are reported.
Certain aspects of model modification and evaluation are discussed, with an emphasis on some points of view that expand upon or may differ from Kaplan (1990). The usefulness of BentlerBonett indexes is reiterated. When degree of misspecification can be measured by the size of the noncentrality parameter of a x[SUP2] distribution, the comparative fit index provides a useful general index of model adequacy that does not require knowledge of sourees of misspecification. The dependence of the Lagrange Multiplier X[SUP2] statistic on both the estimated multiplier parameter and estimated constraint or parameter change is discussed. A sensitivity theorem that shows the effects of unit change in constraints on model fit is developed for model modification in structural models. Recent incomplete data methods, such as those developed by Kaplan and his collaborators, are extended to be applicable in a wider range of situations.
The purpose of this study was to derive inductively a taxonomy of managerial performance requirements from many empirical studies of manager perfor- mance. Toward that end, 26 dimension sets were first gathered from published and unpublished studies of manager performance. Most of these studies in- volved critical incidents, and all of them were empirically based. lbenty-five industrial psychologists experienced in research on managers then indepen- dently sorted the 187 managerial performance dimensions into categories ac- cording to perceived similarity in content. These sortings were used to construct a pooled 187 times 187 correlation matrix, and the matrix was factor analyzed. The 18-factor solution is offered as an inductively derived, expert judgment-based summary of managerial performance requirements, using data from many manager jobs and numerous organizations. This taxonomy is compared to other dimension sets, and its potential usefulness discussed.
Use of subordinates and peers for job performance ratings has increased markedly in recent years, on the assumption that these sources cover different parts of the criterion space and provide incremental validity over and above supervisors. This study directly tested this assumption using a meta-analytically derived correlation matrix including supervisor-, subordinate-, and peer-ratings as well as objective performance measures. Hierarchical regression results showed that both subordinates and peers accounted for significant variance in objective measures, over and above other sources. Further meta-analyses investigated nomological networks of subordinate and peer ratings, specifically relations with personality and ability measures. Ability correlations for peers and especially subordinates were lower than those previously found for supervisors. Correlations for personality dimensions affiliation and agreeableness, although low, were somewhat higher than previous supervisor values. Results provide justification for the added expense of including subordinates and peers in a rating system.
Two experiments tested the hypothesis that narcissistic men as defined by the NPI (Narcissistic Personality Inventory; Raskin & Hall, 1979) would self-handicap more than low-NPI individuals because it makes it easy to claim potentially undeserved credit for success. In both experiments, high and low narcissistic men received either response contingent or noncontingent success feedback on a test of intelligence and then provided an opportunity to self-handicap prior to a second evaluation. In both studies, high-NPI men self-handicapped significantly more than low-NPI men regardless of the contingency of the performance feedback. Narcissistic self-handicapping appeared to be motivated by a self-aggrandizing attributional style rather than by self-presentational concerns or the desire to self-enhance. Findings are discussed with regard to the role of self-esteem instability and the motive to self-protect in both narcissism and self-handicapping.
L'auteur propose une reponse a l'ensemble des commentaires et critiques publies dans le meme numero de la revue suite a un article sur l'evaluation et la modelisation des modeles de structure de covariance
Many school leaders today, not to mention many teachers, view "accountability" as a loathsome political monster. Looming over educators, insensitive to the many problems they face, it wields the carrot of rewards in one hand and the club of sanctions in the other. Some educators even blame accountability for perverting their noble purposes, twisting their sensibilities, and corrupting their integrity. The No Child Left Behind (NCLB) accountability system seeks to improve all children's education by identifying schools that need improvement and taking corrective action. As nearly every school leader knows, the system stipulates that all students should achieve a state-defined "proficient" or better level in mathematics and language arts. Annual, measurable standards in those two areas must lead to 100 percent proficiency by 2014. Leaders also know that NCLB requires schools to meet specific "adequate yearly progress" (AYP) goals based on the percentage of students achieving at or above state-established proficiency standards. Improving education today requires an entirely different view of the matter. This article discusses that instead of viewing accountability as a straitjacket that hinders teaching, school leaders and teachers should embrace the opportunity to show various constituents the positive results. That will require two fundamental changes: new courage to ask difficult questions constantly, and new skills to find honest answers to those difficult questions. If educators make accountability their responsibility, the benefits to all students will be immediate, highly visible, and most impressive.
The establishment of measurement invariance across groups is a logical prerequisite to conducting substantive cross-group comparisons (e.g., tests of group mean differences, invariance of structural parameter estimates), but measurement invariance is rarely tested in organizational research. In this article, the authors (a) elaborate the importance of conducting tests of measurement invariance across groups, (b) review recommended practices for conducting tests of measurement invariance, (c) review applications of measurement invariance tests in substantive applications, (d) discuss issues involved in tests of various aspects of measurement invariance, (e) present an empirical example of the analysis of longitudinal measurement invariance, and (f) propose an integrative paradigm for conducting sequences of measurement invariance tests.
Combines a psychoanalytic focus on the personality features of the leader, a psychoanalytic focus on the functions of regressive group processes in organizations, and an open-systems theory approach to organizational management. The origin of failure or breakdown of functioning of individuals, groups, or the organization at large may lie in any one or several of these areas. The role and functions of the psychoanalytically trained consultant to organizations are described. The author explores the pathological contributions of specific personality characteristics of the leader to the development of authoritarian pressures throughout the organizational structure. Some frequent pathological character structures in the administrator include schizoid features, obsessive features, narcissistic features, and paranoid personalities. Considerations for choosing a new leader are presented. (22 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The power of symbolic status gains its strength from followers' perceptions of leaders' knowledge, values, and personal qualities. Narcissistic charismatic leaders (NCLs) promote grandiose visions, and their attempts to influence can lead to abuse of power; information is distorted and critical feedback rejected. Followers often comply with NCLs' requests and believe in the requests, colluding with NCLs and sharing their delusional belief system. Failure of NCLs' visions to materialize, combined with followers' lack of necessary information, weakens performance. NCLs blame followers, who tend to accept blame, resulting in diminished well-being. Some followers develop learned helplessness. Leaders can learn to interrupt and prevent these cycles by self-monitoring, self-confrontation, awareness of the feelings evoked by leading, consultation, and investigating failure rather than automatically casting blame on followers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
given that real data often fail to satisfy the underlying scaling and normality assumptions, there has been growing interest in determining the robustness of structural equation modeling techniques to violations of scaling the normality assumptions and in developing alternative remedial strategies when these assumptions are seriously violated / these topics are the focus of the present chapter
overview of normal theory estimation / effects and detection of nonnormality / remedies for multivariate nonnormality (PsycINFO Database Record (c) 2012 APA, all rights reserved)
this paper is intended to make three points: (1) there is a systematic relationship between personality and managerial competence, (2) there is a systematic relationship between personality and managerial incompetence, (3) certain kinds of people with identifiable personality characteristics tend to rise to the tops of organizations and these people are potentially very costly to those organizations
flawed leadership [causes of managerial incompetence] / personality disorders and managerial incompetence [narcissism] (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Although integrity tests are widely applied in screening job applicants, there is a need for research for examining the construct validity of these tests. In the present study, a theoretical model examining the causes of destructive behavior in organizational settings was used to develop background data measures of individual and situational variables that might be related to integrity test scores. Subsequently, 692 undergraduates were asked to complete these background data scales along with (a) two overt integrity tests – the Reid Report and the Personnel Selection Inventory, and (b) two personality-based measures – the delinquency and socialization scales of the California Psychological Inventory. When scores of these measures were correlated with and regressed on the background data scales, it was found that relevant individual variables, such as narcissism and power motives, and relevant situational variables, such as alienation and exposure to negative peer groups, were related to scores on both types of integrity tests. However, a stronger pattern of validity evidence was obtained for the personality-based measures and, in all cases, situational variables were found to be better predictors than individual variables. The implications of these findings for the validity of inferences drawn from overt and personality-based integrity tests are discussed.
We tested a data-driven ‘traditional’ model and a schema-driven ‘categorization’ model of rater cognitive processes. Raters viewed one of two videotaped lectures on economics. Next, they completed dimensional and overall performance ratings, and scales designed to measure performance-based and non-performance-based aspects of raters' general impressions. We tested model predictions using a combination of confirmatory factor analysis and single-equation regression estimates of structural parameters. Neither model received unequivocal support, though results favored the categorization model. We conclude that (a) performance-based and non-performance-based aspects of a rater's general impression can be distinguished empirically, (b) raters' overall impressions of ratees may substantially reflect the integration of performance-based information, and (c) performance evaluation may be better viewed in the context of ‘evaluation-based’ rather than ‘memory-based’ judgments.
Self-other ratings disagreement (S-ORD) is the extent to which one's self-rating of performance differs from ratings made by Other people (e.g., supervisors). As increasing number of organizations adopt self-assessment as a tool for managing performance, S-ORD is becoming a central concern in performance appraisal research. Most past research, however, only examines S-ORD in terms of the levels of ratings, and ignores other forms of disagreement. This paper identifies 7 different forms of S-ORD that are detectable through the use of confirmatory factor analysis (CFA). The causes for each form of S-ORD are discussed, as well as its conceptual and practical implications. The procedure is illustrated by comparing 332 managers' self-evaluations with their supervisors' evaluations. An extension of the CFA model to a full structural equation model is used to illustrate and discuss the fragmentary nature of existing approaches to S-ORD. It is shown that valid inferences concerning S-ORD cannot be made unless various forms of S-ORD, and not merely the differences in overall ratings, are detected and dealt with.
Analysis of Ordinal Categorical Data Alan Agresti Statistical Science Now has its first coordinated manual of methods for analyzing ordered categorical data. This book discusses specialized models that, unlike standard methods underlying nominal categorical data, efficiently use the information on ordering. It begins with an introduction to basic descriptive and inferential methods for categorical data, and then gives thorough coverage of the most current developments, such as loglinear and logit models for ordinal data. Special emphasis is placed on interpretation and application of methods and contains an integrated comparison of the available strategies for analyzing ordinal data. This is a case study work with illuminating examples taken from across the wide spectrum of ordinal categorical applications. 1984 (0 471-89055-3) 287 pp. Regression Diagnostics Identifying Influential Data and Sources of Collinearity David A. Belsley, Edwin Kuh and Roy E. Welsch This book provides the practicing statistician and econometrician with new tools for assessing the quality and reliability of regression estimates. Diagnostic techniques are developed that aid in the systematic location of data points that are either unusual or inordinately influential; measure the presence and intensity of collinear relations among the regression data and help to identify the variables involved in each; and pinpoint the estimated coefficients that are potentially most adversely affected. The primary emphasis of these contributions is on diagnostics, but suggestions for remedial action are given and illustrated. 1980 (0 471-05856-4) 292 pp. Applied Regression Analysis Second Edition Norman Draper and Harry Smith Featuring a significant expansion of material reflecting recent advances, here is a complete and up-to-date introduction to the fundamentals of regression analysis, focusing on understanding the latest concepts and applications of these methods. The authors thoroughly explore the fitting and checking of both linear and nonlinear regression models, using small or large data sets and pocket or high-speed computing equipment. Features added to this Second Edition include the practical implications of linear regression; the Durbin-Watson test for serial correlation; families of transformations; inverse, ridge, latent root and robust regression; and nonlinear growth models. Includes many new exercises and worked examples.
To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader's and followers' personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.
Leaders sometimes make decisions that harm organizational members and long-term organizational performance. The intent of the present study was to assess the role of personality and situational influences on destructive interpersonal and organizational decisions. Management majors were asked to complete a battery of personality and ability measures as part of a Regional Sales Manager Assessment Center. Additionally, they were asked to complete a 32-item “in-basket,” with eight items reflecting decisions that would harm others and eight items reflecting decisions that would harm the organization. Systematic manipulations were made in “in-basket” content to manipulate authority norms, feelings of self-efficacy, and psychological distance. It was found that destructive individuals tended to make decisions that harmed the organization when self-efficacy was low. However, they would not necessarily make decisions that harmed others unless actions of this sort were supported by authority. The implications of these findings for leadership and organizational performance are discussed.
We investigated the role of narcissism in reactions to interpersonal feedback. Participants first completed the Narcissism Personality Inventory (Raskin & Terry, 1988). They then participated in a laboratory session in which they received either positive or negative feedback. A variety of reactions to the feedback were then assessed. The results indicated that following positive feedback, narcissism was related to perceiving the evaluation technique as more diagnostic and the evaluator as more competent. Conversely, following negative feedback, narcissism was associated with perceiving the evaluation technique as less diagnostic and the evaluator as less competent and likeable. However, narcissism did not moderate the impact of feedback on emotional reactions. Additional analyses revealed some, but not complete, overlap with effects found for level of self-esteem. Theoretical implications are discussed.
Previous research has examined the characteristics and behaviors of charismatic leaders in an effort to understand their ability to change organizational members. Charismatic leaders present a vision for an organization's future. The leader's beliefs, motives, and self-concept system influence the vision and act as guides for the behaviors the leader uses in bringing about change in the organization. Unfortunately, leaders are not always interested in effecting change for the purpose of benefitting the organization and its members as a whole; rather, the leader may be more interested in personal outcomes. This study tested a model of personality constructs found to contribute to destructive acts in a real-world sample of charismatic leaders. Benchmarks scales were used to operationalize the constructs such that ratings of the degree to which a leader exhibited behaviors indicative of the constructs could be quantified. A LISREL VI analysis provides support for the model. Practical and methodological implications are discussed.
The relation between the Narcissistic Personality Inventory (NPI, Raskin & Hall, 1979) and conceptually relevant self and interpersonal variables was examined in three investigations. Based on clinical theory and description, it was proposed that the NPI would be correlated with self-images which were positive but low in complexity and vulnerable to threat. In addition, it was hypothesized that the NPI would be associated with antagonism and hostility, characteristics that should contribute to narcissists′ frequently observed interpersonal difficulties. As expected, the NPI was associated with extremely positive self-images as well as low self-complexity (Study 1). High NPI scores were also associated with a self-aggrandizing attributional style (Study 1) and higher scores on hostility and antagonism (Study 2). High NPI scorers appeared to benefit the most from the perception of available social support during periods of high stress. The findings are discussed with regard to the construct validity of the NPI and adaptive versus maladaptive aspects of narcissistic behavior.