Feeling Superior but Threatened: The Relation of Narcissism to Social Comparison

Bogart, Laura M.; Benotsch, Eric G.; Pavlovic, Jelena D.

doi:10.1207/s15324834basp2601_4

Cited by 248 publications

(167 citation statements)

References 32 publications

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“…Building on Freud's (1914) original conception, psychologists have generally thought of narcissism as a relatively stable personality trait (Campbell, Bush, Brunell, & Shelton, 2005) characterized by a sense of personal superiority (Campbell, Goodie, & Foster, 2004;John & Robins, 1994), grandiosity (Morf & Rhodewalt, 2001), dominance and a desire for power (Emmons, 1987), and a desire for attention and confirmation of their superiority (Bogart, Benotsch, & Pavolic, 2004). Narcissists lack true empathy and therefore can be exploitative, taking credit for others' accomplishments and shifting blame to others (Brunell et al, 2008;Lubit, 2002;Rauthmann, 2012).…”

Section: Narcissism Qualities and Dimensionsmentioning

confidence: 99%

“…In addition, narcissists have a strong sense of entitlement and a willingness to be aggressive in pursuing what they think is owed them (Bogart et al, 2004;Exline et al, 2004;Twenge & Campbell, 2003). Coupled with the narcissist's ability to sell their ideas to others (Goncalo et al, 2010), this creates both the opportunity and motivation for the narcissist to attempt to influence the board's compensation decisions.…”

Section: Narcissism and Executive Compensationmentioning

confidence: 99%

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Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

228

151

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Narcissism is characterized by traits such as dominance, self-confidence, a sense of entitlement, grandiosity, and low empathy. There is growing evidence that individuals with these characteristics often emerge as leaders, and that narcissistic CEOs may make more impulsive and risky decisions. We suggest that these tendencies may also affect how compensation is allocated among top management teams. Using employee ratings of personality for the CEOs of 32 prominent high-technology firms, we investigate whether more narcissistic CEOs have compensation packages that are systematically different from their less narcissistic peers, and specifically whether these differences increase the longer the CEO stays with the firm. As predicted, we find that more narcissistic CEOs who have been with their firm longer receive more total direct compensation (salary, bonus, and stock options), have more money in their total shareholdings, and have larger discrepancies between their own (higher) compensation and the other members of their team.

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Section: Narcissism Qualities and Dimensionsmentioning

confidence: 99%

Section: Narcissism and Executive Compensationmentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

228

151

View full text Add to dashboard Cite

show abstract

“…Esse traço de personalidade foi objeto de estudos, cujos resultados confirmaram a associação com autoestima (Morf & Rhodewalt, 1993) e autoexaltação (John & Robins, 1994 Os narcisistas são extremamente confiantes em suas próprias habilidades para realização de tarefas, a ponto de ser constatado excesso de confiança (Campbell, Goodie & Foster, 2004). Em se tratando do aspecto motivacional, os indivíduos com traços de personalidade narcisista reforçam a autoimagem, o exibicionismo de si próprio ou a diminuição da imagem alheia (Bogart, Benotsch & Pavlovic, 2004), bem como a exaltação de terceiros em forma de aplausos e adulação (Wallace & Baumeister, 2002).…”

Section: Narcisismounclassified

Taxonomia do Dark Triad: Revelações da Rede Científica no Meio Organizacional

D'Souza

Jones

2017

REPeC

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ResumoObjetivo: Caracterizar a pesquisa científica do Dark Triad, elucidando o direcionamento dessa temática, no contexto empresarial e contábil, no período de 2012 a 2014. Método: Para essa investigação, utilizou-se o levantamento sociobibliométrico como estratégia de pesquisa, com base na observação de conteúdos, em duas fontes: Portal Periódicos Capes e o Web Science Knowledge. A amostra do estudo totalizou 90 artigos e foram ilustrados por redes científicas. Ao final, foi elaborada a taxonomia dos 12 trabalhos que convergiram para a discussão do constructo Dark Triad. Resultados: Sobre o direcionamento dos artigos, o Narcisismo é o mais explorado e associado à liderança e tomada de decisão empresarial. A Psicopatia atrai atenção dos pesquisadores quanto ao comportamento aversivo do líder no meio corporativo. O Maquiavelismo tem maior ênfase em investigações relacionadas à manipulação. Especificamente à área contábil, a maioria associa os traços a comportamentos antiéticos com propensão a fraudes nos relatórios financeiros. Contribuições: Os resultados apontaram oportunidades de pesquisas com os traços do Dark Triad, especialmente pela interdisciplinaridade e relevância científica desta temática, ainda pouco explorado pelos pesquisadores da área contábil. Ademais, merecem a atenção de líderes, no sentido de refletirem suas atitudes e dos seus funcionários no ambiente empresarial.

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“…An illustrative case of such a relationship is perfectionism. Perfectionism has been defined as a private desire for perfection (Frost, Marten, Lahart, & Rosenblate, 1990), the drive to achieve exceedingly high and faultless goals (Brouwers & Wiggum, 1993), and "the striving to be perfect and to avoid error or flaw" (Powers, Zuroff, & Topciu, 2004). Although initially perfectionism was regarded as a unidimensional construct (e.g., Hewitt & Flett, 1990), a distinction has now been established between perfectionists who are rarely, if ever, satisfied with their performance (maladaptive perfectionists) and those who can be satisfied with their performance (Grzegorek, Slaney, Franze, & Rice, 2004).…”

Section: Perfectionismmentioning

confidence: 99%

On when self-enhancement and self-criticism function adaptively and maladaptively.

Sedikides¹,

Luke²

2008

Self-Criticism and Self-Enhancement: Theory, Research, and Clinical Implications.

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It would be an understatement of sorts to point out that modern life places excessive demands on the individual. The busyness of the workplace, the necessity or unavoidability of job changes and the accompanying relocation, the ephemerality of friendships, and the expendability of even family relationships contribute to increased nuance and higher plasticity in the interplay between the individual and the social world. The ebb and flow of these demands is bound to exert its toll on a person's emotional fabric, coping resources, and self-concept.How does the individual manage? How can one maintain the clarity and structural integrity of the self-system in an ocean of social change? How does one summon the motivation to set goals and carry them out? We argue Preparation of this chapter was supported by British Academy Grant *LRG-37249 to Constantine Sedikides.

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Feeling Superior but Threatened: The Relation of Narcissism to Social Comparison

Cited by 248 publications

References 32 publications

Narcissistic CEOs and executive compensation

Narcissistic CEOs and executive compensation

Taxonomia do Dark Triad: Revelações da Rede Científica no Meio Organizacional

On when self-enhancement and self-criticism function adaptively and maladaptively.

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