DOCSLIB.ORG

Narcissistic Leadership: the Influence of Gender and Leader-Member Exchange on Evaluations of Effective Leadership

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Narcissistic Leadership: the Influence of Gender and Leader-Member Exchange on Evaluations of Effective Leadership Master Thesis Narcissistic Leadership: The influence of gender and leader-member exchange on evaluations of effective leadership Student Stella van Hoenselaar Student number 6228658 Supervisor Prof. Dr. D. N. Den Hartog June 2016 MSc in Business Administration - Leadership & Management track i Statement of Originality This document is written by Student Stella van Hoenselaar who declares to take full responsibility for the contents of this document. I declare that the text and the work presented in this document is original and that no sources other than those mentioned in the text and its references have been used in creating it. The Faculty of Economics and Business is responsible solely for the supervision of completion of the work, not for the contents. ii Abstract Based on social role theory, this study tests the proposition that female narcissistic leaders are rated as less effective than their male counterparts, because of the violation of their traditional communal gender role. Furthermore, leader-member exchange (LMX) is studied as a possible mediator in the relationship between narcissism and perceived leader effectiveness. Research was done with the recently developed NARQ scale as a measure of narcissism, which allows for the distinction between two different dimensions; narcissistic admiration and narcissistic rivalry. Data of 123 leader-follower dyads shows that narcissism in leaders has a negative effect on perceived leader effectiveness and that specifically the rivalry dimension accounts for this effect. This negative effect, which is found for narcissism and narcissistic rivalry, is partly mediated by LMX. A moderating effect of gender is found for the narcissistic rivalry dimension, with women being rated as less effective than men, but only when LMX is controlled for. Further exploratory analysis finds that this moderating effect of gender specifically takes place at low levels of LMX, meaning that women that score high on narcissistic rivalry are rated as less effective than men, but only when quality of LMX is low. Implications and directions for future research are discussed. Key words: Leadership; Narcissistic Leadership; Gender; NARQ; narcissistic rivalry; narcissistic admiration; Perceived Leader Effectiveness; LMX; Social Role Theory iii Table of Contents Page 1. Introduction……………………………………………………………………………… 1 2. Theoretical Background……………………………………………………………......... 4 2.1 The development of Narcissism as a trait……………………………………… 4 2.2 Narcissism & Leadership…………………………………………………......... 5 2.3 Narcissism & leader- member exchange………………………………………. 9 2.4 Narcissism & Gender …….……………………………………………………. 11 2.5 Narcissism, Gender & LMX…………………………………………………… 14 3. Research Method………………………………………………………………………... 15 3.1 Procedure…………………………………………………………………......... 15 3.2 Sample…………………………………………………………………………..16 3.3 Measures……………………………………………………………………….. 16 4. Data analysis & Results……………………………………………………………......... 17 4.1 Data Analysis……………………………………………………………........... 17 4.2 Descriptive Statistics…………………………………………………………… 18 4.3 Regression……………………………………………………………………… 20 4.4 Mediation………………………………………………………………………. 22 4.5 Moderation………………………………………………………………........... 24 4.6 Moderated mediation…………………………………………………………... 26 4.7 Exploratory analysis…………………………………………………………….30 5. Discussion……………………………………………………………………………….. 32 5.1 Implications……………………………………………………………………..34 5.2 Limitation & directions for future research……………………………………. 36 6. Conclusion………………………………………………………………………………. 37 Literature…………………………………………………………………………………… 39 Appendix A………………………………………………………………………………… 44 iv 1. Introduction Successful companies always strive to improve business, enhance performance and maximize profit. As a result, a vast amount of research is done towards discovering ways that can help them achieve these goals and identify factors that can contribute to their success. Leadership is one of those factors. Studies suggest that effective leadership influences several aspects of firm performance (Thomas, 1988). Ever since, research is interested in what attributes make up a successful leader. A fairly new topic of interest in this field is leader narcissism, which in the context of leadership, is seen as an attribute or trait that includes grandiosity, entitlement, dominance, and superiority (Raskin & Hall, 1979). Narcissism is found to be prevalent in leaders, but is also associated with leader emergence (Campbell, Hoffman, Campbell & Marchisio, 2011). Consequently, a discussion is held among management theorists about the effects of narcissism on effective leadership. No consensus is reached so far, however most research indicates more negative than positive effects of narcissism on leader effectiveness. (Rosenthal & Pittinsky, 2006). The underlying factors that are responsible for the effect have remained largely unstudied. However, one factor that is associated with both leader narcissism and perceived leader effectiveness is leader-member exchange (LMX). In business theory, this term is often used to denote the quality of the relationship between leader and follower. LMX is low when relationships are characterized by downward influence and role-defined relationships. When LMX is high, relationships are characterized by mutual trust, respect, liking and reciprocal influence. High quality of LMX is associated with both high performance ratings and high leader effectiveness ratings (Kacmar, Witt, Zivnuska & Gully, 2003; Deluga & Perry, 1991). Shuns (2015, p.131) also theorizes that leaders that score high on narcissism are unlikely to form positive LMX relationships, as the leader will not accept the followers’ relevance and therefore will not seek out a positive relationship. At the same time, the followers are also 1 unlikely to seek out a positive relationship as this would imply almost complete submission to the leader. Therefore, narcissism in leaders possibly has a negative effect on perceived leader effectiveness, through a low quality of LMX. As with several other (leadership) attributes, an age independent gender difference exists in the prevalence of narcissism, with men generally being more narcissistic than women (Grijalva, Newman, Tay, Donnellan, Harms, Robings and Yan, 2015). The research about gender differences in leadership roles does not limit itself to the topic of narcissism. Men still largely outnumber women in top management positions despite increased awareness and efforts to change this fact (Eagly & Carli, 2007). These inequalities cannot be addressed to actual differences in the leadership behavior of men and women, which raises the question why they actually exist (Eagly, Johannesen-Schmidt, & Van Engen, 2003). The most recognized explanation is based upon the social role theory, which explains how the same behavior is interpreted differently depending on whether it is enacted by a male or female. According to this theory, women are expected to be communal, where men are expected to be agentic (Eagly, 1987). When a person does not behave consistent with these expectations, they are evaluated more negatively, especially when showing undesirable qualities associated with the other gender. This means that because male gender roles are more related to typical leadership roles than those of women, it is easier for men to be perceived more positively than women when they engage in leadership behavior (Eagly & Karau, 2002). The behavioral expressions associated with narcissism also mainly resemble the masculine sex role, including physical expression of anger, strong need for power and an authoritative leadership style (Corry, Merritt, Mrug, & Pamp, 2008, p. 593 Grijalva, 2015). It is therefore expected that women engaging in narcissistic behavior, will be perceived more negatively than men engaging in the same behavior. This is consistent with results found in practice (De Hoogh, Den Hartog, & Nevicka, 2015). 2 This effect possibly takes place in two forms. It can influence evaluations of leader effectiveness directly, but it could also have in indirect effect by influencing the quality of LMX which in its turn influences perceived effectiveness. Evaluations of leader effectiveness are thought to depend mainly on perceived credibility and trustworthiness (Campbell, 1991; Harris & Hogan, 1992; Lombardo, Ruderman & McCauley, 1988) whereas quality of LMX includes different factors of evaluation, under which member affect about the relationship (Liden, 1985; Day & Cram, 1992). Social role theory however states that violations of the traditional gender role leads to negative evaluations, but whether these are evaluations of likeability, capability or even something else is not yet clear. Therefore, both possibilities are tested. The aim of this study is twofold. Firstly, LMX as a possible explanation for the relationship between leader narcissism and perceived leader effectiveness is studied. Secondly, the influence of gender on this relationship is examined. Hereby, the research determines different factors influencing leader effectiveness, which can have important consequences for organizational performance. At the same time, it provides more insight in the factors that entail this relationship. Lastly it provides insight in a possible source of gender inequality in leadership whilst providing a probable means to compensate for this inequality. See figure 1. For the complete research model Figure 1. Research model 3 2. Theoretical Background 2.1 The Development of Narcissism as a Trait. The term narcissism, derived from the Greek
Load more

Recommended publications
  • Identifying the Effects of Narcissistic Leadership On
    Clemson University TigerPrints All Dissertations Dissertations 8-2014 Identifying the Effects of Narcissistic Leadership on Employee Job Satisfaction: A Study within the Accounting Profession Susan Shurden Clemson University, [email protected] Follow this and additional works at: https://tigerprints.clemson.edu/all_dissertations Part of the Accounting Commons, and the Educational Leadership Commons Recommended Citation Shurden, Susan, "Identifying the Effects of Narcissistic Leadership on Employee Job Satisfaction: A Study within the Accounting Profession" (2014). All Dissertations. 1329. https://tigerprints.clemson.edu/all_dissertations/1329 This Dissertation is brought to you for free and open access by the Dissertations at TigerPrints. It has been accepted for inclusion in All Dissertations by an authorized administrator of TigerPrints. For more information, please contact [email protected]. Identifying the Effects of Narcissistic Leadership on Employee Job Satisfaction: A Study within the Accounting Profession ________________________________________________________________________ A Dissertation Presented to the Graduate School of Clemson University ________________________________________________________________________ In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy Educational Leadership ________________________________________________________________________ by Susan Braswell Shurden August 2014 ________________________________________________________________________ Accepted by: Dr. Russell
    [Show full text]
  • Narcissism and Leadership
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by DSpace@MIT 4 NARCISSISM AND LEADERSHIP A REVIEW AND RESEARCH AGENDA Seth A. Rosenthal Harvard University “Narcissism: Excessive self-love or vanity; self-admiration, self-centredness.” Oxford English Dictionary (2005) “It is probably not an exaggeration to state that if individuals with significant narcissis- tic characteristics were stripped from the ranks of public figures, the ranks would be perilously thinned.” Jerrold M. Post (1993a, 99) “The big danger is one of hubris. There’s a tendency…to think you’re invulnerable. You’re not just king of the mountain, you’ve mastered the mountain. That can often lead to mistakes of excessive pride.” David R. Gergen (in Bumiller, 2004) INTRODUCTION It is clear that a significant number of world leaders have rigidly grandiose belief systems and leadership styles. Often, the authors who recount the “psychohistories” of these leaders connect both the leaders’ assent to power, and their ultimate (and seemingly inevitable) downfall, to their narcissistic grandiosity. While not every author employs the term “narcissism” to describe the leader in question, across the board they reliably depict individuals whose aspirations, judgments, and decisions, both good and bad, are driv- en by unyielding arrogance and self-absorption. The pantheon of purportedly narcissistic leaders ranges from the great tyrants of recent history including Hitler, Stalin, and Saddam Hussein (Glad, 2002), to lesser-known malevolent leaders like the founder of the American Nazi Party, George Lincoln Rockwell (Miliora, 1995) and cult leader Jim Jones (Zee, 1980), great historical figures such as Alexander Hamilton (Chernow, 2004), business leaders of all stripes including Steve Jobs (Robins & Paulhus, 2001), Michael Eisner (Sankowsky, 1995), David Geffen (Kramer, 2003), and Kenneth Lay (Kramer, 2003), and an eclec- tic and sometimes surprising list of current political leaders such as Benjamin Netanyahu (Kimhi, 2001), P I John McCain (Renshon, 2001), George W.
    [Show full text]
  • The Role of Destructive Leadership in the Job Demands–Resources and Recovery Model in Emergency Telework
    social sciences $€ £ ¥ Article Far Away, So Close? The Role of Destructive Leadership in the Job Demands–Resources and Recovery Model in Emergency Telework Valentina Dolce 1, Emilie Vayre 1, Monica Molino 2,* and Chiara Ghislieri 2 1 Research Group in Social Psychology (GRePS), Institute of Psychology, University Lumière Lyon 2, 69676 Bron, France; [email protected] (V.D.); [email protected] (E.V.) 2 Department of Psychology, University of Turin, 10124 Turin, Italy; [email protected] * Correspondence: [email protected] Received: 28 September 2020; Accepted: 27 October 2020; Published: 31 October 2020 Abstract: During the Covid-19 pandemic, people started teleworking intensively, which has led to some benefits in terms of economic continuity, but also some complaints. International teams of scholars have pointed out the new work-related challenges, underlining leaders’ role in successfully managing them. This study aimed at investigating the role of destructive leadership in the job demands–resources and recovery model during the Covid-19 pandemic. In detail, this study intended to assess (1) whether destructive leadership is positively associated with off-work-hours technology-assisted job demand (off-TAJD) and cognitive demands, as well as whether it decreases autonomy, (2) whether two demands—off-TAJD and cognitive demands—and two resources—social support and autonomy—are respectively negatively and positively related to recovery, and (3) whether recovery mediates the relationship between demands, resources, and exhaustion. A total of 716 French remote workers (61% were women) took part in this study. Data were collected using a self-report questionnaire. A multi-group structural equation model was used to test the hypotheses.
    [Show full text]
  • The Dark Side of Leadership: Dealing with a Narcissistic Boss
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Digital Commons @ Montana Tech Montana Tech Library Digital Commons @ Montana Tech Mining Engineering Faculty Scholarship 2-2014 The aD rk Side of Leadership: Dealing with a Narcissistic Boss T. W. Camm Montana Tech Follow this and additional works at: http://digitalcommons.mtech.edu/mine_engr Part of the Mining Engineering Commons Recommended Citation Camm, T. W., "The aD rk Side of Leadership: Dealing with a Narcissistic Boss" (2014). Mining Engineering. Paper 2. http://digitalcommons.mtech.edu/mine_engr/2 This Preprint is brought to you for free and open access by the Faculty Scholarship at Digital Commons @ Montana Tech. It has been accepted for inclusion in Mining Engineering by an authorized administrator of Digital Commons @ Montana Tech. For more information, please contact [email protected]. SME Annual Meeting Feb. 23 - 26, 2014, Salt Lake City, UT Preprint 14-090 THE DARK SIDE OF LEADERSHIP: DEALING WITH A NARCISSISTIC BOSS T. W. Camm, Montana Tech, Butte, MT ABSTRACT • Has a grandiose sense of self-importance (e.g., exaggerates achievements and talents, expects to be recognized as superior Some of the defining characteristics of narcissists include a without commensurate achievements) grandiose sense of self-importance, preoccupation with success and • Is preoccupied with fantasies of unlimited success, power, power, a sense of infallibility, and a supreme confidence in their ability brilliance, beauty, or ideal love and intelligence. Ironically, many of these characteristics are rewarded in • and can only be business organizations, which may explain why there seems to be so Believes that he or she is “special” and unique understood by, or should associate with, other special or high-status many narcissists in management positions.
    [Show full text]
  • Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work… Follower Relationships
    J Bus Ethics DOI 10.1007/s10551-016-3224-5 Leader Narcissism Predicts Malicious Envy and Supervisor- Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research 1,2 3 2 4 Susanne Braun • Nilu¨fer Aydin • Dieter Frey • Claudia Peus Received: 17 July 2015 / Accepted: 22 May 2016 Ó The Author(s) 2016. This article is published with open access at Springerlink.com Abstract Building on the emotion-centered model of scholarly perspective, counterproductive work behavior voluntary work behavior, this research tests the relations (CWB) represents ‘‘voluntary, potentially destructive or between leader narcissism, followers’ malicious and detrimental acts that hurt colleagues or organizations’’ benign envy, and supervisor-targeted counterproductive (Spector and Fox 2002, p. 270). Meta-analytical results work behavior (CWB). Results across five studies (i.e., one indicate that poor leadership predicts inclinations toward pilot study (N = 50), two experimental studies (N = 74 supervisor-targeted counterproductivity (Hershcovis et al. and 50), and two field surveys (N = 365 and 100) indicate 2007) and impairs organizational functioning (Schyns and that leader narcissism relates positively to followers’ neg- Schilling 2013). ative emotions (i.e., malicious envy), which in turn medi- Scholars in the field of business ethics have been par- ates the positive relation between leader narcissism and ticularly concerned with unethical behavior that arises supervisor-targeted CWB. Proposed negative relations when ‘‘destructive narcissists attain positions of power’’ between leader narcissism and positive emotions (i.e., (Godkin and Allcorn 2011, p. 559) such as at the executive benign envy) were only partly supported. Our findings level (Craig and Amernic 2011). While narcissistic leaders advance the understanding of envy and the detrimental may help organizations to thrive, they lack empathy for impact of leader narcissism on organizational functioning.
    [Show full text]
  • NARCISSISTIC LEADERS in ORGANIZATIONS and THEIR MAJOR EFFECTS on EMPLOYEE WORK BEHAVIORS Araştırma Makalesi / Research Article
    MIRROR, MIRROR, ON THE WALL, WHO'S THE FAIREST OF THEM ALL? NARCISSISTIC LEADERS IN ORGANIZATIONS AND THEIR MAJOR EFFECTS ON EMPLOYEE WORK BEHAVIORS Araştırma Makalesi / Research Article Biçer, C. (2020). Mirror, Mirror, on the Wall, Who's Geliş Tarihi: 01.12.2019 the Fairest of Them All? Narcissistic Leaders in Kabul Tarihi: 09.06.2020 Organizations and Their Major Effects on Employee Work Behaviors. Nevşehir Hacı Bektaş Veli E-ISSN: 2149-3871 Üniversitesi SBE Dergisi, 10(1), 280-291. Dr. Öğr. Üyesi Can BİÇER Karabük Üniversitesi, Safranbolu MYO, Seyahat-Turizm ve Eğlence Hizmetleri Bölümü [email protected] ORCID No: 0000-0001-7270-7417 ABSTRACT The destructive aspects of leadership and how dysfunctional leaders can jeopardize an organization’s culture and values have been a trend topic in business management recently. The personality traits that are associated with leader failure mainly come with the Dark Triad traits: narcissism, psychopathy, and Machiavellianism. Narcissism covers some attitudes and behaviors such as an admiration for oneself, self-love, extreme selfishness, arrogance, grandiosity and superiority upon others. As narcissism is described as one of the undesired personality traits, unhealthy conditions and destructive consequences can easily be occurred when the narcissistic leaders get authorization and come into action in organizations. It’s clear that narcissistic leaders are only interested in him/herself and they usually think that the world is revolving on the axis of “self” and without their leadership, the organization cannot reach its full potential and disappear in the end. In this conceptual paper, narcissism and narcissistic leaders will be identified and their tactics will be revealed in detail.
    [Show full text]
  • The Enneagram and Its Implications for Sales Management: Part I
    A Phenomenological Study: Understanding Registered Nurses Experiences Related to Dysfunctional Leadership in a Hospital Setting Annette B. Roter Viterbo University This phenomenological research study explored the experience so Registered Nurses exposed to perceived dysfunctional leadership behaviors. The study provides insights into the phenomenon and how participants of the study were able to cope and adapt to the experience. Four major themes emerged from the research: 1.) The dysfunctional leader’s approach to leading, 2.) The dysfunctional leader’s competence and leadership attributes, 3.) The organization’s competence related to addressing dysfunctional behaviors and 4.) The emerging of the phenomenon; the experiences of Registered Nurses exposed to dysfunctional leadership behaviors and how they made sense of their experiences. INTRODUCTION The social problem associated with dysfunctional workplace behaviors have taken several forms in recent years. Workplace bullying, narcissism, toxic, abusive, and tyrant behaviors have drawn a great deal of scholarly research (Einarsen, Hoel & Notelaers, 2009; Rosenthal & Pittinsky, 2006; Lubit, 2002; Kets d Vries, 2001, Tepper, 2000; Hornstein 1996). While workplace dysfunction is found in many industries it is predominant in the fields of healthcare, service industries, education, and social services. Dysfunctional workplace behaviors have touched all genders and races and causes harm to victims, bystanders, organizations and society as a whole. No one is immune to these behaviors. Exploration of the literature establishes that nurses are a high-risk occupational group for a range of dysfunctional behaviors including workplace violence and aggressive behaviors in the healthcare setting (Rodwell, Brunettro, Demir, Shakclock, & Wharton, 2014; Hutchinson, Vickers, 2002; Hegney, Plank, & Parker, 2003). With increased stress and pressure healthcare is suspect for continued dysfunctional behaviors to continue.
    [Show full text]
  • Durham Research Online
    Durham Research Online Deposited in DRO: 02 June 2016 Version of attached le: Published Version Peer-review status of attached le: Peer-reviewed Citation for published item: Braun, B. and Aydin, N. and Frey, D. and Peus, C. (2018) 'Leader narcissism predicts malicious envy and supervisor-targeted counterproductive work behavior - evidence from eld and experimental research.', Journal of business ethics., 151 (3). pp. 725-741. Further information on publisher's website: https://doi.org/10.1007/s10551-016-3224-5 Publisher's copyright statement: c The Author(s) 2016. This article is published with open access at Springerlink.com Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://crea tivecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. Additional information: Use policy The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that: • a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders. Please consult the full DRO policy for further details.
    [Show full text]
  • Juha Korhonen EFFECTS of NARCISSISTIC LEADERSHIP ON
    OULU BUSINESS SCHOOL Juha Korhonen EFFECTS OF NARCISSISTIC LEADERSHIP ON ORGANIZATIONAL CITIZENSHIP BEHAVIORS – A CASE STUDY ON THE PERCEPTIONS OF MEDIA PRODUCTION COMPANY EMPLOYEES Bachelor’s Thesis Management May 2017 UNIVERSITY OF OULU ABSTRACT OF THE BACHELOR'S THESIS Oulu Business School Unit Management & International Business Author Supervisor Korhonen, Juha Rantakari, A. (Postdoctoral researcher) Title Effects of Narcissistic Leadership on Organizational Citizenship Behaviors – A Case Study on the Perceptions of Media Production Company Employees Subject Type of the degree Time of publication Number of pages Management Bachelor's degree May 2017 60+12 Abstract This bachelor's thesis focuses on the dilemma of narcissistic leadership by examining how it influences organizational citizenship behaviors of employees. Narcissism is approached here through the concept of sub-clinical narcissism via leaders who score particularly high on the Narcissistic Personality Inventory. The perceptions of their employees are studied when they have the ability to reflect their experiences to leadership in the same context that does not display the typical traits of narcissistic personality disorder. Theoretically the research approaches topic by examining how leader's narcissistic personality influences the dimensions of organizational citizenship behaviors through the mechanisms of transformational leadership. The 7 dimension model of organizational citizenship behaviors by Podsakoff et al. was utilized here in association with the combined 3 mechanism model of transformational leadership by Bass. Instead of assuming the general viewpoint that narcissistic leadership is purely a form of toxic leadership, the research does take into consideration the possibility that not all tendencies associated are simply counterproductive. The research offers a qualitative empirical viewpoint to the subject, which has been surprisingly rare inside the research debate that has been dominated by quantitative studies.
    [Show full text]
  • How Employees React to a Narcissistic
    International Journal of Mental Health Promotion DOI: 10.32604/IJMHP.2018.010806 Article How Employees React to a Narcissistic Leader? The Role of Work Stress in Relationship between Perceived Leader Narcissism and Employees’ Organizational Citizenship Behaviors to Supervisor Mingze Li, Huili Ye and Guanglei Zhang* School of Management, Wuhan University of Technology, Wuhan, 430070, China *Corresponding Author: Guanglei Zhang. Email: [email protected] Abstract: This study aims to understand how leader narcissism predicts employees’ organizational citizenship behaviors to supervisor (OCB-S). Based on the transactional model of stress, we argue that perceived leader narcissism triggers employees’ OCB-S through hindrance stress. We also consider how employees’ self-monitoring moderates the relationship between perceived leader narcissism and OCB-S. By collecting data from a matching questionnaire survey 48 leaders and 183 employees, we tested our conceptual model using adopted hierarchical regression method and plug-in Process. The results showed that perceived leader narcissism imposed a negative effect on employees’ OCB-S through hindrance stress. Moreover, we found that self-monitoring moderated the relationship between perceived leader narcissism and employees’ OCB-S, as well as the indirect effect of perceived leader narcissism on employees’ OCB-S through hindrance stress. Specifically, when the level of self-monitoring was low, the positive relationship between perceived leader narcissism and hindrance stress as well as the indirect effect of perceived leader narcissism on employees’ OCB-S through hindrance stress got stronger. When the level of self-monitoring was high, perceived leader narcissism had a negative effect on hindrance stress, and the indirect effect of perceived leader narcissism on employees’ OCB-S through hindrance stress became weaker.
    [Show full text]
  • Effect of Dark Triad of Leader's Personality on Nurses
    International Journal of Academic Research in Business and Social Sciences Vol. 10, No. 6, June, 2020, E-ISSN: 2222-6990 © 2020 HRMARS Effect of Dark Triad of Leader’s Personality on Nurses’ Counterproductive Work Behavior Firdous Hameed, Munazza Cheema To Link this Article: http://dx.doi.org/10.6007/IJARBSS/v10-i6/7262 DOI:10.6007/IJARBSS/v10-i6/7262 Received: 02 April 2020, Revised: 19 May 2020, Accepted: 25 May 2020 Published Online: 08 June 2020 In-Text Citation: (Hameed & Cheema, 2020) To Cite this Article: Hameed, F., & Cheema, M. (2020). Effect of Dark Triad of Leader’s Personality on Nurses’ Counterproductive Work Behavior. International Journal of Academic Research in Business and Social Sciences, 10(6), 76–87. Copyright: © 2020 The Author(s) Published by Human Resource Management Academic Research Society (www.hrmars.com) This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode Vol. 10, No. 6, 2020, Pg. 76 - 87 http://hrmars.com/index.php/pages/detail/IJARBSS JOURNAL HOMEPAGE Full Terms & Conditions of access and use can be found at http://hrmars.com/index.php/pages/detail/publication-ethics 76 International Journal of Academic Research in Business and Social Sciences Vol. 10, No. 6, June, 2020, E-ISSN: 2222-6990 © 2020 HRMARS Effect of Dark Triad of Leader’s Personality on Nurses’ Counterproductive Work Behavior Firdous Hameed1, Munazza Cheema2 1Lecturer, ALIGARH College of Nursing, Lahore, 2Nursing Superintendent, Children Hospital, Lahore Email: [email protected] Abstract Dark triad of personality becomes the reason of individual’s negative behaviors at workplace.
    [Show full text]
  • Narcissism and Leadership: a Meta-Analysis of Linear and Nonlinear Relationships
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Illinois Digital Environment for Access to Learning and Scholarship Repository NARCISSISM AND LEADERSHIP: A META-ANALYSIS OF LINEAR AND NONLINEAR RELATIONSHIPS BY EMILY J. GRIJALVA DISSERTATION Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology in the Graduate College of the University of Illinois at Urbana-Champaign, 2013 Urbana, Illinois Doctoral Committee: Associate Professor Daniel A. Newman Professor Fritz Drasgow Professor Brent W. Roberts Professor James Rounds Assistant Professor P. D. Harms, University of Nebraska at Lincoln i ABSTRACT Past empirical studies relating Narcissism to leadership have offered mixed results. The present study meta-analytically integrates prior research findings to make four contributions to theory on Narcissism and leadership, by: (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that Narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness, (b) showing Narcissism’s positive effect on leadership emergence can be explained by leader Extraversion, (c) demonstrating that self-reported leadership effectiveness ratings are positively related to Narcissism, whereas observer-reported leadership effectiveness ratings (e.g., supervisor-report, subordinate-report, and peer-report) are not related to Narcissism, and (d) illustrating that the nil linear relationship
    [Show full text]