2019
DOI: 10.1016/j.paid.2018.08.022
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“Releasing the beast within”? Authenticity, well-being, and the Dark Tetrad

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Cited by 34 publications
(21 citation statements)
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“…Distinct profiles of the four constructs were confirmed by distinctive links to adjustment variables. Results are displayed in the lower section of Table 2.3. As expected, narcissists reported superior personal adjustment (Rose & Campbell, 2004), but there was little evidence for maladjustment in any tetrad member (consistent with Womick, Foltz, & King, 2019). With regard to interpersonal adjustment, however, the pattern followed previous tetrad research (Rogers et al, 2018): That is, both sadists and psychopaths reported significant interpersonal problems.…”
Section: Analyses Results and Discussionsupporting
confidence: 56%
“…Distinct profiles of the four constructs were confirmed by distinctive links to adjustment variables. Results are displayed in the lower section of Table 2.3. As expected, narcissists reported superior personal adjustment (Rose & Campbell, 2004), but there was little evidence for maladjustment in any tetrad member (consistent with Womick, Foltz, & King, 2019). With regard to interpersonal adjustment, however, the pattern followed previous tetrad research (Rogers et al, 2018): That is, both sadists and psychopaths reported significant interpersonal problems.…”
Section: Analyses Results and Discussionsupporting
confidence: 56%
“…Indeed, narcissism is positively related to meaning in life (Womick et al, 2019a). There are at least three ways to view this link.…”
Section: Models Of Narcissismmentioning
confidence: 99%
“…In addition, this dataset allowed us to test for the influence of self-deceptive enhancement in the associations among narcissism, meaning in life, and subjective well-being. For this Study, we re-analyzed previously published data (Womick et al, 2019a; Study 2).…”
Section: Study 1: Does Meaning In Life Mediate the Association Between Narcissism And Swb?mentioning
confidence: 99%
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“…Authentic leadership theory is defined by leader and follower self‐awareness and self‐regulation, positive psychological capital, and positive moral perspective (Avolio & Gardner, ; Ilies, Morgeson, & Nahrgang, ). Although authenticity may not always be intrinsically ethical (Algera & Lips‐Wiersma, ; Knoll, Lord, Petersen, & Weigelt, ; Shamir & Eilam, ) and it may even have a dark side (Womick, Foltz, & King, ), authentic leadership has been predominantly associated with a host of positive outcomes, such as higher organizational commitment and extra effort (Peus, Wesche, Streicher, Braun, & Frey, ), greater team performance, effectiveness and productivity (Lyubovnikova, Legood, Turner, & Mamakouka, ), heightened employee voice behaviors (Hsiung, ), increased job satisfaction and decreased perceived work stress (Rahimnia & Sharifirad, ), improved store performance (Rego, Júnior, & e Cunha, ), and good work‐life balance (Braun & Peus, ). Moreover, high levels of employee authenticity have been linked to such occupational outcomes, such as success on the job market (Moore, Lee, Kim, & Cable, ), effective socialization of newcomers (Cable, Gino, & Staats, ), job satisfaction and performance (Metin, Taris, Peeters, van Beek, & Van den Bosch, ), and work engagement (Yagil & Medler‐Liraz, ).…”
Section: Introductionmentioning
confidence: 99%