The ‘dark side’ of leadership personality and transformational leadership: An exploratory study

Khoo, Hoon‐Eng; Burch, Giles St J.

doi:10.1016/j.paid.2007.07.018

Cited by 165 publications

(105 citation statements)

References 25 publications

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“…In focusing on the positive attributes, researchers have noted that many successful leaders can be characterized by high self-esteem, internal locus of control, self-efficacy, and having control over one's emotions. This construct, labeled Core Self-Evaluation, has been shown to be associated with transformational leadership, job performance, and satisfaction (e.g., Judge & Bono, 2001;Khoo & Burch, 2008;Resick et al, 2009). A number of attributes associated with core self-evaluation are also associated with narcissism.…”

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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Section: The Narcissistic Leadermentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

229

151

View full text Add to dashboard Cite

show abstract

“…Fourth, if there were several leadership effectiveness correlations reported for the same individuals (e.g., from multiple leadership effectiveness measures, or from ratings by multiple observers [peer, supervisor]), then a composite of these measures (Nunnally, 1978; or average, if either necessary information was not available to create a composite or if the predictors were not correlated; e.g., Blair et al, 2008) was used to estimate overall leadership effectiveness. However, self-reports of leadership (e.g., Khoo & Burch, 2008) were not coded as leadership effectiveness or leadership emergence, except when conducting the moderator analyses involving source of leadership report. For the overall leadership analyses, self-reports of leadership were excluded due to narcissists' known tendencies to self-enhance (Campbell et al, 2000;Farwell & Wohlwend-Lloyd, 1998;Gabriel et al, 1994;John & Robins, 1994;Raskin & Terry, 1988;Robins & John, 1997).…”

Section: Inclusion Criteriamentioning

confidence: 99%

“…At the same time, a separate set of studies has found a negative association between narcissism and leadership (Benson & Campbell, 2007;Blair, Hoffman, & Helland, 2008;Khoo & Burch, 2008;Resick, Whitman, Weingarden, & Hiller, 2009;Yocum, 2006). For example, narcissism has been negatively related to charismatic leadership through the socialized vision component of charisma-or the component representing the tendency to act altruistically (Galvin et al, 2010).…”

Section: Introductionmentioning

confidence: 98%

“…Further, Judge and colleagues (2006) found that narcissism was positively related to supervisor reports of transformational leadership, even after controlling for the Big Five personality traits-and despite narcissism's moderate positive relationship with extraversion (Trzesniewski, & Robins, 2008). Finally, narcissism is positively related to charismatic leadership through the visionary boldness component of charisma-or the component representing the tendency to take risks and be inspirational and exciting (Galvin et al, 2010).N a r c i s s i s m a N d l e a d e r s H i p : a r e v i e w o F l i N e a r a N d N o N l i N e a r r e l at i o N s H i p s 3 Donnellan,At the same time, a separate set of studies has found a negative association between narcissism and leadership (Benson & Campbell, 2007;Blair, Hoffman, & Helland, 2008;Khoo & Burch, 2008;Resick, Whitman, Weingarden, & Hiller, 2009;Yocum, 2006). For example, narcissism has been negatively related to charismatic leadership through the socialized vision component of charisma-or the component representing the tendency to act altruistically (Galvin et al, 2010).…”

mentioning

confidence: 99%

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

Grijalva

Harms

Newman

et al. 2013

AMPROC

165

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Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta-analysis to make four contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can be explained by leader extraversion; (c) demonstrating that whereas observerreported leadership effectiveness ratings (e.g., supervisor-report, subordinate-report, and peer-report) are not related to narcissism, self-reported leadership effectiveness ratings are positively related to narcissism; and (d) illustrating that the nil linear relationship between narcissism and leadership effectiveness masks an underlying curvilinear trend, advancing the idea that there exists an optimal, midrange level of leader narcissism.During the last decade, organizational researchers have become increasingly interested in narcissism, as recently evidenced by several insightful contributions (e.g., Galvin, Waldman, & Balthazard, 2010;Judge, LePine, & Rich, 2006;Judge, Piccolo, & Kosalka, 2009;Nevicka, Ten Velden, De Hoogh, & Van Vianen, 2011;Peterson, Galvin, & Lange, 2012), digitalcommons.unl.edu 2 G r i j a lva , H a r m s , N e w m a N , G a d d i s & F r a l e y i N P e r s o n n e l P s y c h o l o g y 6 8 ( 2 0 1 5 ) including a meta-analysis of narcissism and work performance (O'Boyle, Forsyth, Banks, & McDaniel, 2012). 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. To begin clarifying this issue, we first note that researchers typically define narcissism by listing several diagnostic criteria for Narcissistic Personality Disorder from the Diagnostic and Statistical Manual of Mental Disorder-IV (DSM-IV; APA, 2000; e.g., "has a grandiose sense of self-importance"; "requires excessive admiration"; "has a sense of entitl...

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“…The results highlight the importance of LN as it is negatively related to employee JE. Narcissistic leaders are prone to exploit others (Khoo and Burch, 2008), have lower quality relationships (Blair et al, 2008), overvalue the potential gains from risky behavior (Foster and Trimm, 2008), and take short cuts or behave in unethical ways (Blair et al, 2008;Judge et al, 2006). In terms of implications for organizations, these findings point to the importance of reinforcing an ethical context as well as the importance of leader selection.…”

Section: Managerial Implicationsmentioning

confidence: 96%

Leader narcissism and subordinate embeddedness

Erkutlu

Chafra

2017

EMJB

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Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity Hakan Vahit Erkutlu, Jamel Chafra, Article information:To cite this document: Hakan Vahit Erkutlu, Jamel Chafra, (2017) "Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity", EuroMed Journal of Business, Vol. For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Leader narcissism and subordinate embeddednessThe moderating roles of moral attentiveness and behavioral integrity Hakan Vahit ErkutluDepartment of Economics and Administrative Sciences, Nevşehir University, Nevşehir, Turkey, and Jamel ChafraDepartment of Tourism and Hotel Management, Bilkent Universitesi, Ankara, Turkey AbstractPurpose -The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach -Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings -The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications -This study showed that employee perception of LN decreased employee's job embeddedness ( JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a p...

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The ‘dark side’ of leadership personality and transformational leadership: An exploratory study

Cited by 165 publications

References 25 publications

Narcissistic CEOs and executive compensation

Narcissistic CEOs and executive compensation

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

Leader narcissism and subordinate embeddedness

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