Narcissists’ negative perception of their counterpart’s competence and benevolence and their own reduced trust in a negotiation context

Kong, Dejun Tony

doi:10.1016/j.paid.2014.10.015

Cited by 35 publications

(22 citation statements)

References 38 publications

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“…Previous research has shown that narcissists are less willing to accept the advice of others (Chen et al, 2015;Kausel et al, 2015). Narcissists have been shown to be more likely to discount negative feedback (Kernis & Sun, 1994), see others as less competent (Kong, 2015), and be more persistent in pursuing self-enhancement strategies (Maass & Ziegler, 2017;Wallace et al, 2009). The results of the source credibility ratings from studies 2 and 3 are consistent with these findings and illustrate that more narcissistic respondents see the expert advice as less trustworthy and less competent.…”

Section: Discussionmentioning

confidence: 99%

“…Further, because narcissists are more persistent in seeking to accomplish their goals as well as less forgiving of those who challenge them than are non-narcissists (Exline, Baumeister, Bushman, Campbell, & Finkel, 2004;Wallace et al, 2009), they are more likely to persist in disputes. Because they are also more likely to retaliate against those with whom they disagree (e.g., Brunell & Davis, 2016;Exline et al, 2004;Horton & Sedikides, 2009;Kong, 2015;Maccoby, 2007), it is not difficult to see how narcissistic CEOs' actions might result in more resistance to settling lawsuits out of court as compared to CEOs who are more cautious and less aggressive. Thus, we predict that: Hypothesis 2.…”

Section: Hypothesesmentioning

confidence: 99%

“…Finally, because prior research has shown that narcissists are more likely to reject advice, discount negative feedback, and see others as less competent (Kausel et al, 2015;Kernis & Sun, 1994;Kong, 2015), we asked respondents to provide source credibility ratings (Fiske, Cuddy, & Glick, 2006;Pornpitakpan, 2004) of the "experts" from whom they were receiving advice (patent attorneys or the CFO). Subjects were asked to provide their general assessment of how credible they believe experts to be in general, using a scale that has been validated in prior research (see below).…”

Section: Study 2 Research Design and Samplementioning

confidence: 99%

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“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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Section: Discussionmentioning

confidence: 99%

Section: Hypothesesmentioning

confidence: 99%

Section: Study 2 Research Design and Samplementioning

confidence: 99%

See 1 more Smart Citation

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

OʼReilly

Doerr

Chatman

2018

The Leadership Quarterly

118

View full text Add to dashboard Cite

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“…Narcissism is a trait characterized by beliefs that one is superior and entitled to more things in life than others [ 21 ]. Narcissistic individuals tend to show confidence in their judgement, even when they do not have accurate knowledge [ 21 ], and are less trusting of others [ 22 ]. Based on these findings, it is likely that Narcissistic individuals exhibit greater confidence in their inaccurate knowledge about antibiotics and feel more entitled to receiving antibiotics when they believe they need them.…”

Section: Introductionmentioning

confidence: 99%

Demographic and Psychological Factors Associated with Feelings of Antibiotic Entitlement in New Zealand

et al. 2018

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Patients’ expectations of being prescribed antibiotics can have an important influence on inappropriate prescribing. Therefore, it is important to understand the drivers of patients’ antibiotic expectations. The 2015/16 New Zealand Attitudes and Values Study measured sense of entitlement to antibiotics in a nationally representative sample of New Zealanders (n = 13,484). Participants were asked to rate their agreement with the statement “If I go to my doctor/GP with a minor illness (e.g., sore throat, cough, runny nose, etc.), I think that I should be prescribed antibiotics by default.” Eighty percent of participants showed low feelings of antibiotic entitlement, while 18.5% exhibited moderate and 3.7% high feelings of entitlement. People of ethnic minority, lower socio-economic status, and with diabetes expressed higher expectations of being prescribed antibiotics. This may be partially based on a higher risk of rheumatic fever or other complications. Men, religious people, those with lower educational attainment and self-rated health, but greater psychological distress and feelings of control over their health exhibited higher feelings of antibiotic entitlement. Those high on Extraversion, Conscientiousness, and Narcissism, but low on Agreeableness and Openness, also showed greater feelings of entitlement. Our findings help identify key characteristics of those more likely to express inappropriate expectations of antibiotic prescription.

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“…Three, we only included studies that reported objective, quantifiable final negotiation performance outcome measures. For example, negotiation outcomes can include the final salary amounts that resulted from a job negotiation (e.g., Masduki, ), profits gained from a buyer‐seller negotiation (e.g., Kong, ), or the number of lawsuits won in legal negotiations (e.g., Craver, ).…”

Section: Methodsmentioning

confidence: 99%

Are men better negotiators everywhere? A meta‐analysis of how gender differences in negotiation performance vary across cultures

2019

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Summary Prior research has found that each culture and gender influences negotiation strategies and outcomes, but less is known about their interplay. We integrate these two research streams by providing a meta‐analytic review of the interactive impact of gender and culture on negotiation performance. We reviewed 185 studies that reported gender differences in intracultural negotiation performance across 30 societies that varied across seven cultural dimensions. Results showed that Hofstede's individualism–collectivism, GLOBE's in‐group collectivism and assertiveness practices, and Schwartz's harmony moderated the gender effect on negotiation performance. We found that in cultures lower in individualism, higher in in‐group collectivism practices, lower in assertiveness practices, and higher in harmony, women more likely outperformed men in negotiations. Implications for the role of gender and culture in negotiations and organizations more broadly are discussed.

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Narcissists’ negative perception of their counterpart’s competence and benevolence and their own reduced trust in a negotiation context

Cited by 35 publications

References 38 publications

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

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

Demographic and Psychological Factors Associated with Feelings of Antibiotic Entitlement in New Zealand

Are men better negotiators everywhere? A meta‐analysis of how gender differences in negotiation performance vary across cultures

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