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

Abstract

Narcissists often pursue leadership and are selected for leadership positions by others. At the same time, they act in their own best interest, putting the needs and interests of others at risk. While theoretical arguments clearly link narcissism and leadership, the question whether leader narcissism is good or bad for organizations and their members remains unanswered. Narcissism seems to have two sides, a bright and a dark one. This systematic literature review seeks to contribute to the ongoing academic discussion about the positive or negative impact of leader narcissism in organizations. Forty-five original research articles were categorized according to outcomes at three levels of analysis: the dyadic level (focusing on leader-follower relationships), the team level (focusing on work teams and small groups), and the organizational level. On this basis, we first summarized the current state of knowledge about the impact that leader narcissism has on outcomes at different levels of analysis. Next, we revealed similarities and contradictions between research findings within and across levels of analysis, highlighting persistent inconsistencies concerning the question whether leader narcissism has positive or negative consequences. Finally, we outlined theoretical and methodological implications for future studies of leader narcissism. This multi-level perspective ascertains a new, systematic view of leader narcissism and its consequences for organizations and their stakeholders. The article demonstrates the need for future research in the field of leader narcissism and opens up new avenues for inquiry.

The relationships of meaningful work and narcissistic leadership with nurses’ job satisfaction

“…Finally, we considered a less investigated antecedent of both MW and JS for nurses, namely NL, which in our study was negatively related to both outcomes. Results confirmed that despite narcissistic leaders' need to have affirmative relationships with people (Braun, 2017), their behaviours may have negative consequences for their followers. As suggested in the literature, leaders' actions may have a significant relationship with MW (Fouché et al, 2017;Rosso et al, 2010); in particular, we found a negative relationship between NL and MW, where the self-interest and the lack of concern for others negatively interact with the meaning of the nursing profession, which is strongly characterized by taking care of others and by prosocial values (Wrzesniewski et al, 1997).…”

“…Though narcissism can bring short-term success, it will eventually lead to negative consequences in terms of lower support for followers' professional growth, lower levels of well-being and poor quality of work because of narcissistic leaders' tendency to strengthen their self-image to the detriment of others in order to gain more power (Higgs, 2009). Despite the fact that they need approval and affirmative interactions with their environment, narcissists do not engage in long-lasting positive relationships and do not care about others' well-being (Braun, 2017). Narcissistic leadership has not been extensively investigated in the nursing context, even though misbehaviours of subjects with leadership or supervisory roles may have important costs for nurses and for patients.…”

“…Narcissistic leadership has not been extensively investigated in the nursing context, even though misbehaviours of subjects with leadership or supervisory roles may have important costs for nurses and for patients. NL, for instance, could have a negative impact on followers' MW since it is not focused on collective benefit and well-being but on leaders' self-interest (Benson, Jordan, & Christie, 2016, in Braun, 2017. It thus threatens the nursing profession's prosocial nature, or its nature as a "calling" (Wrzesniewski et al, 1997).…”

Power and physician leadership

“…Some qualities of narcissists are desirable, such as a propensity towards innovation in a rapidly changing field; however, leaders with narcissistic motivations around power and inclinations towards hubris may show the least compunction about inappropriately exercising power, which can then have devastating effects on their organisations. 36 Insecure PLs with low insight may have maladaptive responses to perceived criticism and may become trapped in a vicious cycle of insecurity and injury to self-esteem, which then increases the risk of further misuse of power to maintain or defend one's leadership position.…”

Li̇sansüstü Eği̇ti̇m Gören Hemşi̇releri̇n Çalişan Sesli̇li̇ği̇ne Yöneli̇k Algilari: Ni̇tel Bi̇r Çalişma

“…''(H6) Narsisizm; bireyin kendi ruhsal ve bedensel kimliğine aşırı bir bağlılık ve hayranlık duyması, empati yapamaması anlamına gelmektedir. Bireylerin örgütsel yaşamda kendilerini kanıtlama çabaları, beğenilme ve kabul görme istekleri zaman zaman patolojik hale gelebilen davranışların ortaya çıkmasına neden olabilmektedir (Braun, 2017). Bu doğrultuda hemşirelerin stratejik karar ve uygulamalarda iş birliği içinde hareket etmemesi yıkıcı ve yıpratıcı sonuçlara neden olabilir.…”