Upsetting the apple cart: Within-team profiles of intragroup conflict and their associations with narcissism

Boulter, Matt W.; Roberts, Ross; Hardy, James

doi:10.1016/j.psychsport.2022.102291

Cited by 5 publications

(4 citation statements)

References 29 publications

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“…Fortunately, recent approaches expand and develop the reach of narcissism to the group-level domain, and while studies to this effect are still scarce, there is preliminary evidence supporting this research avenue. For example, Boulter et al (2022) report disruptive effects of narcissistic team members on the task and social cohesion of sport teams, though there is no evidence that team member narcissism also relates to the performance of the team. In yet another study based in sport settings, Grijalva et al (2020) find that professional basketball teams characterized by higher mean and maximum levels of team member narcissism show poorer coordination, which in turn leads to poorer team performance.…”

Section: Narcissism and Organizational Citizenship Behaviormentioning

confidence: 99%

A Bayesian Regression Analysis of the Effects of Narcissism on Group Performance

Gunnesch-Luca

Paul

Moser

2023

Journal of Personnel Psychology

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Abstract. Though people high in narcissism have high self-esteem and appear as charming, their long-term relationships are problematic due to their difficult interpersonal style, which suggests that maintaining sound exchange relationships with narcissists is difficult. Because work teams must rely on continuing and reliable exchange processes, narcissistic team members should be detrimental to their functioning. We investigated this hypothesis by collecting data from 110 work groups from various organizations and analyzing the association between narcissism-based group composition indices and team performance. Using Bayesian inference, the results show that narcissism in work groups is negatively related to interpersonal forms of citizenship behavior, but not to citizenship behaviors that target the organization. Furthermore, group task performance was also negatively affected by narcissism within the team.

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Section: Narcissism and Organizational Citizenship Behaviormentioning

confidence: 99%

A Bayesian Regression Analysis of the Effects of Narcissism on Group Performance

Gunnesch-Luca

Paul

Moser

2023

Journal of Personnel Psychology

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“…Although not extensively studied in correctional settings, the organizational psychology, sports, and policing literatures have long shown cohesion to be the hallmark of an effective team (de Jong et al, 2014; Ilgen et al, 2005; Johnson & Johnson, 2005). However, the presence of a small group of individuals—or even a sole person—who “violate[s] team norms and/or exhibit unethical behaviors” can have devastating impacts in the workplace (Boutler et al, 2022, p. 1; see also Felps et al, 2006; Gino et al, 2009). A “team cancer” has the ability to significantly disrupt the unity of the group while simultaneously creating conflict and difficulty in achieving desired outcomes (Cope et al, 2010, p. 24; see also Leggat et al, 2020).…”

Section: Potential Consequences Of Nefarious or Disconcerting Motivat...mentioning

confidence: 99%

“…Second, toxic co-workers can result in their fellow team members becoming defensive. Frustrated by the hostile environment created by the “bad apple,” other members of the team can become angry, anxious, and fearful (Boutler et al, 2022; Felps et al, 2006). As these feelings grow, some individuals “explode,” resulting in people lashing out, seeking revenge, or actively sabotaging their fellow team members (Bies et al, 1997; de Jong et al, 2014; Felps et al, 2006).…”

Section: Potential Consequences Of Nefarious or Disconcerting Motivat...mentioning

confidence: 99%

Nefarious and Disconcerting Motivations for Choosing a Correctional Officer Position: A Deviant Case Analysis

Burton

Jonson²,

Petrich

et al. 2023

Criminal Justice and Behavior

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Most research finds that individuals are drawn to the correctional officer occupation for the pay and benefits or because it provides a new and exciting opportunity. However, these are not the only interests for choosing a correctional officer position. The current study draws on a sample of pre-service correctional officers surveyed prior to beginning their jobs ( N = 673). In the spirit of the deviant case method, we focus on a subset of our sample who provided problematic motivations for becoming officers ( n = 38). Using a thematic analytic approach, we identified five broad themes within this nefariously/disconcertingly motivated sample: use of force, punitive focus, power and control, cavalier ulterior motives, and problematic social boundaries. We theorize, based on prior research, that these individuals could constitute a meaningful minority that may contribute to the detriment of both their organizations and those they are overseeing. Future research should explore this possibility.

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“…Because narcissism possesses both positive and negative elements, it is no surprise that there is evidence that it can have both positive and negative implications for both work and family life (Campbell et al , 2011). For example, there is considerable evidence that narcissism is related to higher levels of counterproductive work behaviors (Grijalva and Newman, 2015; O’Boyle et al , 2012), unethical behaviors (Harrison et al , 2018) and conflict with coworkers (Boulter et al , 2022; Exline et al , 2004; Zhang and Bednall, 2016). At the same time, narcissists have been shown to be more likely to be promoted (Grijalva et al , 2015), to be more responsive to leadership training programs (Harms et al , 2011), to be effective promoters of new ideas (Goncalo et al , 2010), more likely to enact certain types of organizational citizenship behaviors (Chou and Ramser, 2022) and to do well in interviews (Paulhus et al , 2013).…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Narcissism and tradition: how competing needs result in more conflict, greater exhaustion, and lower performance

Harms

Bai²,

Han³

et al. 2022

IJCMA

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Purpose Although there have been considerable amounts of research documenting the effects of narcissism on workplace outcomes, studies of the impact of narcissism on job performance have produced inconclusive results. This study aims to provide insight into this issue by using a new model of narcissism, the Narcissistic Admiration and Rivalry Concept model to explore the processes by which narcissism can impact job performance. Design/methodology/approach Two studies (Study 1 with 1,176 employees and 217 managers cross-sectional data; Study 2 with 209 employees and 39 managers time-lagged data) were conducted and multilevel technique was used to test the research model. Findings Narcissistic rivalry is associated with higher levels of family–work conflict (FWC) and that these effects are magnified when narcissists also have competing demands in the form of expectations to conform to traditional values. Furthermore, this study documents that higher levels of FWC are associated with greater emotional exhaustion and lower job performance. However, narcissistic admiration only has direct effect on job performance. Originality/value This paper not only suggests that narcissism is a previously untested dispositional antecedent for FWC, but it also uses a facet-based approach to examine when and how narcissism impacts job performance.

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Upsetting the apple cart: Within-team profiles of intragroup conflict and their associations with narcissism

Cited by 5 publications

References 29 publications

A Bayesian Regression Analysis of the Effects of Narcissism on Group Performance

A Bayesian Regression Analysis of the Effects of Narcissism on Group Performance

Nefarious and Disconcerting Motivations for Choosing a Correctional Officer Position: A Deviant Case Analysis

Narcissism and tradition: how competing needs result in more conflict, greater exhaustion, and lower performance

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