Examining the “I” in Team: A Longitudinal Investigation of the Influence of Team Narcissism Composition on Team Outcomes in the NBA

Grijalva, Emily; Maynes, Timothy D.; Badura, Katie L.; Whiting, Steven W.

doi:10.5465/amj.2017.0218

Cited by 63 publications

(81 citation statements)

References 118 publications

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“…However, when reaching extreme levels, CEO narcissism has sometimes been considered as a threat from which organizations should escape to avoid dramatic consequences [38,39], and it has not been considered as a sustainable practice for firms, especially when associated with high tenure. We can consider, for example, as reported by USA Today [40], the clamor caused by a letter sent by four eminent American psychiatrists to Congress members, in which they showed fear for the current US President's mental health, with particular reference to his excessive narcissism.…”

Section: Ceo Personalitymentioning

confidence: 99%

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Abatecola

Cristofaro²

2019

Sustainability

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What CEO attributes can improve corporate sustainability? In this regard, what do superstar CEOs, e.g., Mark Zuckerberg, Jeff Bezos, Elon Musk, and Bill Gates, have in common? Also, did the personalities of Jeffrey Skilling and Kenneth Lay contribute to the crack in the US Enron Corporation early in this century? Why, as far as presidential elections are concerned, are some countries, more than others, more likely to vote for seemingly narcissistic politicians? In our practice-oriented review article, we aim to contribute to shedding new light on the challenging evidence continuously evolving around CEOs, in general, and around their effect on corporate sustainability, in particular. Two distinctive features represent the main “so-what” value of our work. First, each of the CEO attributes which we sequentially focus on (i.e., power, personality, profiles, and effect) is, at the beginning, not only separately considered but also associated with many recent examples from business life and from the “CEO world” at an international level. Second, from our analysis, we then derive a conceptual framework which, combining all these attributes into a unique body of knowledge, could be used as a potential starting point for future investigations in this challenging research area regarding the CEO/sustainability relationship. In this regard, we believe understanding how all the analysed attributes coevolve will represent a pivotal question to address if we want to enhance the scientific and practical understanding of CEO (sustainable) behaviour.

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Section: Ceo Personalitymentioning

confidence: 99%

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Abatecola

Cristofaro²

2019

Sustainability

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“…Entrepreneurship studies have long shown that innovative data sets such as Twitter data may enable researchers to circumvent low response rates and method biases (e.g., Fisch and Block 2020). In fact, a very current study (not included in the review) does show that Twitter data in sport contexts can be obtained to measures narcissism (Grijalva et al 2019). As this kind of data can be seen as unobtrusive measure as well, researchers should adhere to best practice advice to show that the measure exhibits sufficient validity (content and convergence).…”

Section: Inclusion Of Innovative Datamentioning

confidence: 85%

Overconfidence and narcissism among the upper echelons: a systematic literature review

Brunzel

2020

Manag Rev Q

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Research has been trying to analyze cognitive decision making processes of topexecutive for decades. In particular, economic and organizational research on overconfidence (e.g., the notion that one is better than the average) and narcissism (e.g., exaggerated feeling of self-importance and the need for admiration) among the upper echelons has shown to influence firm strategies and firm level outcomes in similar ways. Yet these approaches appear in distinct research disciplines. Although both constructs are theoretically and empirically linked, and have shown to affect key organizational outcomes, surprisingly little clear empirical consensus exist how these constructs-individually and mutually-affect firm level outcomes. I try explain this puzzle by providing an overview of the leading approaches of executive overconfidence and executive narcissism research. To disentangle both constructs conceptionally and empirically, I review a large sample of articles that are nested in leading economic and business journals. Thus, I identify key operationalization issue and discuss how divergent literature streams in Economics and Organizational Behavior may benefit from each other. The review suggest that paying more attention-theoretically and empirically-to the interaction of overconfidence and narcissism may help to augment knowledge accumulation in the field. Furthermore, greater validation concerns of unobtrusive measures and its endogenous nature may help to rule out alternative explanations. Generally speaking, the results suggest that top-executive overconfidence and narcissism are not mere interesting psychological biases but affect firm-level outcomes in important ways.

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“…Yet, we noticed that high resolution research is particularly prominent in the context of action teams which have highly trained members operating under variable workload and uncertainty (Ishak & Ballard, 2012). Action teams can be found in a variety of industries: e.g., aviation (i.e., flight crews; e.g., Lei, Waller, Hagen, & Kaplan, 2016, Waller, 1999, healthcare (i.e., medical teams; Farh & Chen, 2018;Kolbe et al, 2014;Schmutz et al, 2015;2018;Zijlstra, Waller, & Phillips, 2012), crisis management (e.g., Stachowski, Kaplan, & Waller, 2009;Waller, Gupta, & Giambatista, 2004), and in professional sports (e.g., Grijalva, Maynes, Badura, & Whiting, 2019;Halevey, Chou, Galinsky, & Murningham, 2012;Stuart & Moore, 2017).…”

Section: A Review Of the High Resolution Team Literaturementioning

confidence: 99%

“…; we selected time scales so that measurement resolution was > 1 per time-unit (seconds, minutes etc.). For example, fweek = 3.15 (i.e., collection of 3.15 measurements per week, cf., Grijalva et al, 2019) could capture changes occurring within a week. However, fweek= 3.15 would not allow to capture changes occurring in a day as fday = 0.45 is smaller than 1.…”

Section: Academy Of Management Discoveries)mentioning

confidence: 99%

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Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution

Klonek

Gerpott

Lehmann‐Willenbrock

et al. 2019

Organizational Psychology Review

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Team processes are interdependent activities among team members that transform inputs into outputs, vary over time, and are critical for team effectiveness. Understanding the temporal dynamics of team processes and related team phenomena with a high-resolution lens (i.e., methods with high sampling rates) is particularly challenging when going “into the wild” (i.e., studying teams operating in their full situated context). We review quantitative field studies using high-resolution methods (e.g., video, chat/text data, archival, wearables) and map out the various temporal lenses for studying team dynamics. We synthesize these different lenses and present an integrated temporal framework that is of help in theorizing about team dynamics. We also provide readers with a “how to” guide that summarizes four essential steps along with analytical methods (e.g., sequential and pattern analyses, mixed-methods research, abductive reasoning) that are applicable to the broad scope of high-resolution methods.

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Examining the “I” in Team: A Longitudinal Investigation of the Influence of Team Narcissism Composition on Team Outcomes in the NBA

Cited by 63 publications

References 118 publications

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Ingredients of Sustainable CEO Behaviour: Theory and Practice

Overconfidence and narcissism among the upper echelons: a systematic literature review

Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution

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