Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research

Braun, Susanne; Aydin, Nilüfer; Frey, Dieter; Peus, Claudia

doi:10.1007/s10551-016-3224-5

Cited by 101 publications

(121 citation statements)

References 94 publications

(146 reference statements)

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“…Lange, 2016) and uncooperative decisions (Parks, Rumble, & Posey, 2002), and other works have demonstrated that envy-related behaviors, such as counterproductive work behavior, were correlated with malicious thoughts and intentions (e.g. Braun, Aydin, Frey, & Peus, 2018). In the current work we continue to develop and merge these lines of research.…”

Section: Introductionmentioning

confidence: 92%

Arbitrary social comparison, malicious envy, and generosity

Moyal

Motsenok

Ritov

2020

Behavioral Decision Making

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Existing work on the effects of social comparison on envy and generosity typically involves manipulation of social comparison with respect to dimensions that carry personal meaning and reflect upon the self, for example, performance, ability, or achievement. In the current work, we examine the effects of social comparison based on a purely arbitrary, manipulated situation. We measure malicious envy via monetary decisions that have real consequences for the target of comparison, in place of a self‐reported questionnaire. In addition, we test the effects of the preliminary social comparison on generosity in a subsequent and ostensibly unrelated situation. In Experiment 1 we demonstrate the effect of randomly manipulated upward social comparison on a monetary allocation decision, and we establish the link between this allocation decision and malicious envy. In Experiment 2 we show that upward comparison affects not only malicious envy towards the target of the comparison but also decreases generosity towards a third party in a subsequent, ostensibly unrelated situation. Experiment 3 shows the effect of this type of social comparison, beyond a specific direction, on reducing generosity towards a third party.

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Section: Introductionmentioning

confidence: 92%

Arbitrary social comparison, malicious envy, and generosity

Moyal

Motsenok

Ritov

2020

Behavioral Decision Making

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“…The dark triad term used by Paulhus and Williams 34 refers to narcissism, psychopathy and Machiavellianism. Narcissist individuals describe as a complex personality pattern characterized by feelings of dominance, superiority, exploitation and entitlement 44,45 . They overlap conceptually and empirically with a grandiose sense of self‐importance, impulsiveness and self‐esteem because counterproductive work behaviors often constitute specific instances of impulsive behaviors.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Dark tetrad personality traits and counterproductive work behavior among doctors in Pakistan

Murad

Shahzad

et al. 2020

Health Planning & Management

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Summary The purpose of this article is to identify the effects of dark tetrad personality traits (such as narcissism, psychopathy, Machiavellianism and sadism) on counterproductive work behavior with the mediating role of psychological contract breach and the moderating effect of political skills. Previous researches have focused on the direct effect of the dark triad to measure the counterproductive work behavior of individuals. Recently, everyday sadism has been added to the dark triad and become dark tetrad personality traits. Therefore, this study examines the dark tetrad personality traits to study counterproductive work behavior. This study applied structural equation modeling using partial least square to test the hypotheses on a sample of 400 doctors from the health sector of Pakistan. The results of this study reveal that dark tetrad has a positive and significant effect on counterproductive work behavior, and psychological contract breach significantly partially mediates in the relationship between dark tetrad and counterproductive work behavior. Furthermore, findings show that the moderating effect of political skills also positively and significantly strengthening the link between dark tetrad and the psychological contract breach. The conclusion of this study is made an innovative contribution to the Pakistan health sector, researchers and policy makers to designing the relevant practical implications.

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“…For example, the research linking narcissism to counterproductive work behaviors (absenteeism, sabotage, aggression toward others) is robust (Grijalva & Newman, 2015;O'Boyle et al, 2012;Penney & Spector, 2002). Abusive supervision, as often manifest by narcissists, has been shown to be a significant cause of employee stress and health concerns (e.g., Braun, Aydin, Frey, & Peus, 2015;Thompson, 2011). Other research has shown that those high in narcissism also have a greater likelihood of engaging in sexual harassment (e.g., Blinkhorn, Lyons, & Almond, 2015;Mumford, Connelly, Helton, Strange, & Osburn, 2001;Zeigler-Hill et al, 2016) or having similar personality profiles to psychopaths and white collar criminals (Blickle et al, 2006;Paulhus & Williams, 2002;Rauthmann, 2012).…”

Section: Study Implicationsmentioning

confidence: 99%

“See You in Court”: How CEO narcissism increases firms' vulnerability to lawsuits

OʼReilly

Doerr

Chatman

2018

The Leadership Quarterly

118

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Although some researchers have suggested that narcissistic CEOs may have a positive influence on organizational performance (e.g., Maccoby, 2007; Patel & Cooper, 2014), a growing body of evidence suggests that organizations led by narcissistic CEOs experience considerable downsides, including evidence of increased risk taking, overpaying for acquisitions, manipulating accounting data, and even fraud. In the current study we show that narcissistic CEO's subject their organizations to undue legal risk because they are overconfident about their ability to win and less sensitive to the costs to their organizations of such litigation. Using a sample of 32 firms, we find that those led by narcissistic CEOs are more likely to be involved in litigation and that these lawsuits are more protracted. In two follow-up experimental studies, we examine the mechanism underlying the relationship between narcissism and lawsuits and find that narcissists are less sensitive to objective assessments of risk when making decisions about whether to settle a lawsuit and less willing to take advice from experts. We discuss the implications of our research for advancing theories of narcissism and CEO influence on organizational performance. USA Today reported that Trump and his businesses have been the targets of at least 3500 actions in federal and state courts during the past 30 years. 1 If any single individual is to influence an organization, it is most likely to be the person in charge, or the CEO. One CEO attribute that appears to significantly influence organizational performance is the extent to which the leader is narcissistic, a collection of attributes related to overconfidence, feelings of personal superiority and entitlement, a desire for power and admiration, a willingness to manipulate others for personal gain, and hostility when challenged (e.g.,

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Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research

Cited by 101 publications

References 94 publications

Arbitrary social comparison, malicious envy, and generosity

Arbitrary social comparison, malicious envy, and generosity

Dark tetrad personality traits and counterproductive work behavior among doctors in Pakistan

“See You in Court”: How CEO narcissism increases firms' vulnerability to lawsuits

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