Narcissism and Counterproductive Work Behavior: Do Bigger Egos Mean Bigger Problems?

Abstract

In accordance with the theory of threatened egotism and aggression, the relationships among narcissism, trait anger, job constraints and counterproductive work behavior (CWB) were explored in a questionnaire study. The results were supportive of the hypotheses that narcissism would relate to trait anger, job constraints, and CWB and that the relationship between narcissism and CWB would be mediated by anger. In addition, narcissism was found to moderate the relationship between job constraints and CWB, such that individuals high in narcissism reported more CWB when constraints were high, than individuals low in narcissism.

Narcissism: An Integrative Synthesis and Dominance Complementarity Model

“…The theory of threatened egotism and aggression (Penney & Spector, 2002) provides a second generative mechanism: Individuals who are high in selfesteem and are hypersensitive to threats to their self-esteem are more likely to experience negative emotions (fear, anger, frustration, hostility, etc. ), which subsequently lead to aggressive outbursts.…”

The job demands–resources model and counterproductive work behaviour: The role of job-related affect

“…and perhaps other mediating variables. A final limitation of the present study is that it has not considered personal characteristics/resources, although there is evidence for their effect on both of the individual outcomes considered in this study, i.e., work engagement (Xanthopoulou et al, 2007b) and abuse/hostility (e.g., Penney & Spector, 2002). For example, CWB may be seen as a self-defeating behaviour (Renn, Allen, Fedor, & Davis, 2005) enacted when job demands deplete personal resources such as self-control, which would imply a critical mediating role for personal resources (see Cunningham, 2007).…”

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

“…Narcissism's rise in popularity coincides with a larger trend in the field of organizational psychology toward building a more thorough understanding of negative workplace behaviors (e.g., counterproductive work behaviors [CWB], abusive supervision, and incivility; Andersson & Pearson, 1999;Sackett, 2002;Tepper, 2000). Within this context, negative personality traits have a newfound appeal, as they carry the potential to harness validity left untapped by trait paradigms focused on the more positive side of personality (Grijalva & Newman, in press;Hogan & Hogan, 2001;Judge et al, 2006;O'Boyle et al, 2012;Paulhus & Williams, 2002;Penney & Spector, 2002;Wu & LeBreton, 2011).This paper seeks to integrate and extend existing findings regarding narcissism's impact on leadership. To be clear, much existing research already focuses on narcissism's role in leadership (Kets de Vries & Miller, 1985;Maccoby, 2000;Rosenthal & Pittinsky, 2006); but this research has not produced consensus concerning whether narcissistic leaders hinder or benefit their organizations.…”