Leader Narcissism and Ethical Context

Abstract

The link between leader narcissism and follower perceptions of ethical leadership and leader effectiveness, including the potential moderating role of ethical context was investigated. Associations between narcissism and follower perceptions of both ethical and effective leadership were not significant. In highly ethical contexts, however, narcissistic leaders were perceived as ineffective and unethical. These results are interpreted in the context of the fit between leader personality and organizational ethical climate. Implications for research investigating the role that narcissism plays in leadership, as well as organizational responses to narcissistic leaders, are highlighted.

Leader Narcissism and Outcomes in Organizations: A Review at Multiple Levels of Analysis and Implications for Future Research

“…Hoffman et al (2013) assumed that when ethical contexts stand in contrast to narcissistic leaders' actions, they should be seen as unethical and ineffective. In a sample of 68 managers, no direct relationships between self-ratings of leader narcissism and followers' perceptions of ethical leadership or leadership effectiveness were found.…”

“…There is no conclusive answer to the question whether narcissists are effective leaders. According to previous results, the answer depends on rating sources (e.g., supervisors or subordinates; Judge et al, 2006), the effectiveness criterion (e.g., interpersonal or task performance; Blair et al, 2008), individual difference variables (e.g., leader and follower gender; De Hoogh et al, 2015), and contextual factors (e.g., ethical organizational practice; Hoffman et al, 2013). In addition, too little attention has been paid to the question how narcissistic leaders relate to other members of the organization, above and beyond their own subordinates.…”

Narcissism and Entrepreneurship: A Systematic Review and an Agenda for Future Research

“…This is accompanied by a lack of empathy (Campbell et al, 2011) and ethical sensitivity (Roberts, 2001). Furthermore, narcissism can increase an individual's counterproductive behavior , predict higher levels of dishonesty (Campbell and Siedor, 2016), and reduce ethical leadership behavior (Hoffman et al, 2013). Notably, however, these studies do not specifically target entrepreneurial contexts.…”

Escolha de carreira: o Dark Triad revela interesses de estudantes de Contabilidade

“…Ao analisar os construtos que compõem os traços do Dark Triad, o Narcisismo foi investigado por Raskin e Terry (1988) que identificaram os fatores autoridade, autossuficiência, superioridade, exibicionismo, exploração, vaidade e senso de direito. Outras características são evidenciadas na literatura, tais como: ausência de afabilidade, autoaperfeiçoamento, autoestima elevada, extroversão, autopromoção, insensibilidade, busca de atenção e sensações, manipulação interpessoal, capacidade de influenciar e convencer, sensibilidade a críticas e desonestidade (Campbell, Goodie, & Foster, 2004;Campbell, Bush, Brunell, & Shelton, 2005;Campbell, W., Hoffman, Campbell, S., & Marchisio, 2011;Chatterjee e Hambrick, 2007, 2011Furtner, Rauthmann, & Sachse, 2011;Hoffman, Strang, Kuhnert, Campbell, Kennedy, & LoPilato, 2013;Jakobwitz & Egan, 2006;Jones & Paulhus, 2010Maccoby, 2004;Paulhus & Williams, 2002;Rosenthal & Pittinsky, 2006;VandenBos, 2010).…”