Narcissism and emergent leadership in military cadets

Paunonen, Sampo V.; Lönnqvist, Jan–Erik; Verkasalo, Markku; Leikas, Sointu; Nissinen, Vesa

doi:10.1016/j.leaqua.2006.06.003

Cited by 169 publications

(143 citation statements)

References 39 publications

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“…While the results of this study shows that pseudo-transformational leadership can be differentiated from transformational and laissez-faire leadership, future research might also focus on whether pseudo-transformational leadership can be differentiated from such seemingly similar constructs as personalized charismatic leadership (House and Howell, 1992) and narcissism (Rosenthal and Pittinsky, 2006), especially its negative or dark side (Paunonen et al, 2006) In conclusion, the ethics of leadership continue to attract public and scholarly attention and yet have received far less systematic empirical investigation than their effects. We proposed and tested a model for understanding pseudo-transformational leadership, providing initial empirical support for the unique nature and effects of pseudo-transformational leadership.…”

Section: Discussionmentioning

confidence: 71%

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

2007

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ABSTRACT. We develop and test a model of pseudotransformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.KEY WORDS: ethical leadership, pseudo-transformational leadership, senior managers, transformational leadership Leadership in general, and transformational leadership theory in particular, has attracted a great deal of scholarly attention over the past two decades. As a result, it is now possible to conclude that transformational leadership theory (Bass, 1998;Bass and Riggio, 2006) has come of age. Evidence for the maturity of a theory can be discerned from a variety of sources. From an empirical perspective, this conclusion is justified by the appearance of numerous meta-analyses (e.g., Bono and Judge, 2004;Eagly et al., 2003;Judge and Bono, 2000;Judge and Piccolo, 2004) published recently on the nature, antecedents, and outcomes of transformational leadership, collectively indicating the amount of research now available on a wide range of substantive relationships relevant to this leadership theory.One issue that has attracted far less empirical attention, though it has enjoyed the attention of scholars and the lay public for centuries, is the ethics of leadership (Brown and Treviño, 2006), and it is to this that we turn our attention in this article. There has certainly been a tremendous focus within the media recently about the ethics of leadership, given what seems to be increased exposure of and public interest in corporate scandals and government corruption. For example, making recent news in the United States are two top executives of a multinational engineering and electronics company found guilty of theft, fraud, and conspiracy, after having funneled millions of dollars from the company to pay for extravagant personal lifestyles (Maull, 2005). Likewise, former Canadian government politicians and officials recently faced public scrutiny and a subsequent public commission for their role in a sponsorship scandal, involving alleged misappropriation of millions of dollars in public funds (Commission of Inquiry into the Sponsorship Program and Advertising Activities, 2006). Nonetheless, at the outset, we differentiate our focus from that in the examples just cited. While clearly unethical, many of the behaviors depicted in these examples have already been determined to sink to the standard of illegality. Our model of unethical leadership...

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Section: Discussionmentioning

confidence: 71%

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

2007

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“…However, these traits can sometimes provide advantages to the individual, albeit at the cost of the followers or the organization. For instance, when coupled with high intelligence, dark-triad personality traits, especially Machiavellianism and narcissism, can be advantageous for leader emergence, which further amplifies the negative effects of dark-triad personalities (e.g., Spurk, Keller, & Hirschi, 2015;Paunonen, Lönnqvist, Verkasalo, Leikas, & Nissinen, 2006). A similar example is that narcissism is positively associated with CEO compensation but also with a larger pay gap between the CEO and the other members of the team (O'Reilly, Doerr, Caldwell, & Chatman, 2014).…”

Section: Dark-triad Personality Traitsmentioning

confidence: 99%

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Tunçdoğan

Acar

Stam

2017

The Leadership Quarterly

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“…Second, and partly as a reflection of this, studies of leader emergence (as opposed to leader effectiveness) have shown that narcissists are more likely to be chosen as leaders than are non-narcissists (Paunonen, Lonnqvist, Verkasalo, Leikas, & Nissinen, 2006). For instance, in a laboratory study using 56 teams, Nevicka and colleagues (Nevicka, Ten Velden, De Hoogh, & Van Vianen, 2011) found that narcissists were more apt to be chosen as leaders than were non-narcissists regardless of the type of task being performed.…”

Section: The Narcissistic Leadermentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

229

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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Narcissism and emergent leadership in military cadets

Cited by 169 publications

References 39 publications

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Narcissistic CEOs and executive compensation

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