Narcissistic supervision and employees' change-oriented OCB

Abstract

PurposeThe purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the social dynamics of state paranoia theory, the study examines the relationship between narcissistic supervision and employees' change-oriented OCBs, and explores how this relationship is mediated by psychological safety and affective organizational commitment.Design/methodology/approachUsing data collected from a sample of 183 employee–leader dyads from a technology company in China, the study examines the mediating effects of psychological safety and affective organizational commitment on the relationship between narcissistic supervision and employees' change-oriented OCBs. Structural equation modeling is used to analyze the data.FindingsThe results indicate that narcissistic supervision has a negative effect on psychological safety and affective organizational commitment; psychological safety mediates the relationship between narcissistic supervision and affective organizational commitment; and affective organizational commitment mediates the relationship between psychological safety and employees' change-oriented OCBs. The results also show that the negative effect of narcissistic supervision on employees' change-oriented OCBs is mediated by psychological safety and subsequently affective organizational commitment.Originality/valueThis study contributes to the literature by linking narcissistic supervision and employees' change-oriented OCBs and suggesting that psychological safety and affective organizational commitment are two critical mediators of this relationship. This study not only advances research on the “dark side” of narcissistic supervision, but also sheds light on the underlying mechanism of narcissistic supervision and employees' change-oriented OCBs from the psychological and emotional perspectives.

Understanding the Link Between Work-Related and Non-Work-Related Supervisor–Subordinate Relationships and Affective Commitment: The Mediating and Moderating Roles of Psychological Safety

“…On the contrary, employees with low PS will experience uncertainty and interpersonal risks (such as neglect, ridicule and scolding), 68 and become distrustful of others, which is bound to hinder employee emotional attachment to the organization. 31 Previous empirical studies also verify this inference. For example, He et al 15 note that both LMX and SSG can promote PS.…”

“… 29 Existing studies have also begun to examine the role of cognition in the relationship between different antecedents and employee AC. 30 , 31 Based on the above limitations, we will compare how and under what conditions different types of SSR can affect employee AC from a cognitive perspective.…”

Leader Humor and Followers’ Change-Oriented Organizational Citizenship Behavior: The Role of Leader Machiavellianism

“…Change-oriented organizational citizenship behavior captures “[one’s] constructive efforts to bring about improvement” [ 49 ]. Because organizational commitment is motivational [ 50 ], followers who are committed to their organizations develop a sense of belonging to those organizations [ 51 ] and increase their willingness to exceed their formal responsibilities at work [ 52 , 53 ], which, in turn, motivates them to engage in change-oriented organizational citizenship [ 54 , 55 ]. In a similar vein, because followers who are more committed to their teams identify more with their teams and are more involved with them [ 17 , 18 ], they are more likely to take initiative in proactively improving work processes to contribute to their teams’ success.…”

Citizenship behavior and new venture survival: a cultural tightness-looseness capabilities lens

“…In recent years, however, research has refined our current understanding by examining how different forms of citizenship behaviors, and the degrees to which they are exhibited, can influence organizational effectiveness in varied ways (Podsakoff et al. , 2009; Wang et al. , 2021).…”

“…Bolino and Turnley, 2003;Koys, 2001;Organ, 1988;Organ, 2018;Podsakoff et al, 2014). In recent years, however, research has refined our current understanding by examining how different forms of citizenship behaviors, and the degrees to which they are exhibited, can influence organizational effectiveness in varied ways (Podsakoff et al, 2009;Wang et al, 2021). For example, affiliative citizenship behaviors, such as helping and showing courtesy towards others (Cheung et al, 2018;Grant and Mayer, 2009), may facilitate intraorganizational coordination and help to win and sustain clients.…”