What You Get is What You See: Other-Rated but not Self-Rated Leaders’ Narcissistic Rivalry Affects Followers Negatively

Fehn, Theresa; Schütz, Astrid

doi:10.1007/s10551-020-04604-3

Cited by 26 publications

(17 citation statements)

References 117 publications

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“…Our study lends further support to the NARC and previous research showing that narcissistic admiration and rivalry are differentially interrelated with social outcomes and workplace criteria (e.g., Fehn and Schütz 2020;. Particularly, we were able to replicate previous findings regarding a positive association between leaders' narcissistic rivalry and abusive supervision (intentions; Gauglitz et al 2022) and a positive (Study 1) or non-significant (Study 2) association between leaders' narcissistic admiration and abusive supervision (intentions).…”

Section: Theoretical Implicationssupporting

confidence: 87%

“…It can be conceptualized as a two-dimensional construct consisting of narcissistic admiration (an agentic dimension) and narcissistic rivalry (an antagonistic dimension; see. It is important to differentiate between these two dimensions as they lead to different social outcomes and differentially impact work outcomes (e.g.,Fehn and Schütz 2020;. While narcissistic admiration is linked to social success, narcissistic rivalry is linked to social failure.…”

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Explaining Abusive Supervision via Leader Narcissism : The Role of Narcissistic Leaders' Internal Processes and Follower Behaviors

Gauglitz¹

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With the current dissertation, I aimed to shed light on antecedents of abusive supervision from a leader perspective. First, I investigated whether leader narcissism is associated with abusive supervision (Research Question 1). Building on a two-dimensional approach to narcissism (Back et al., 2013), I differentiated between leaders’ narcissistic rivalry and admiration. Second, building on threatened egotism theory (Baumeister, Smart, & Boden, 1996; Bushman & Baumeister, 1998), I examined which underlying cognitive processes could explain the relationship between leader narcissism and abusive supervision (Research Question 2). Third, I tested how follower behavior influences narcissistic leaders and their underlying cognitive processes, thus evoking abusive supervision (Research Question 3). The present dissertation includes three manuscripts composed of two empirical studies each (see Chapters 2 to 4) and a mini meta-analysis corroborating some of the research findings (see Chapter 5). In the first manuscript (see Chapter 2), a direct positive effect of leaders’ narcissistic rivalry on abusive supervision was proposed along with a moderated mediation suggesting that supervisor-directed deviance will moderate the indirect effect of leaders’ narcissistic rivalry on abusive supervision via perceived self-esteem threat. Hypotheses were tested in two studies: a field study with leader-follower dyads and an experimental vignette study with a leader sample. Across both studies, I found that leaders high in narcissistic rivalry were more likely to show abusive supervision. However, this effect was independent of followers’ supervisor-directed deviance and leaders’ perceived self-esteem threats could only in part explain why leaders high in narcissistic rivalry had abusive supervision intentions. In the second manuscript (see Chapter 3), I hypothesized that leaders’ narcissistic rivalry would be positively associated with abusive supervision. Furthermore, I proposed that leaders high in narcissistic rivalry would be particularly prone to show abusive supervision in response to followers’ organization-directed deviance, but to a lesser degree in response to followers’ supervisor-directed or coworker-directed deviance. Finally, I hypothesized that leaders’ injury initiation motives, but not their performance promotion motives, would explain why these leaders showed abusive supervision in reaction to followers’ organization-directed deviance. I conducted an experimental vignette study and a mixed-methods study with leader samples to test the hypotheses. Across both studies, leaders’ narcissistic rivalry was positively associated with abusive supervision. Furthermore, only in Study 1 (but not in Study 2) there were differences in the effect sizes of leaders’ narcissistic rivalry on abusive supervision depending on the type of follower behavior, but not in the expected direction. Finally, leaders’ injury initiation motives, but not their performance promotion motives, explained why these leaders engaged in abusive supervision in response to followers’ organization-directed deviance. In the third manuscript (see Chapter 4), I proposed that leaders’ narcissistic rivalry, but not admiration, would be positively associated with abusive supervision. Furthermore, I proposed an indirect effect via leaders’ injury initiation motives and a moderation of this indirect effect by type of follower behavior (differentiating between counterproductive work behavior [CWB], organizational citizenship behavior [OCB], and task performance [TP]). Two experimental vignette studies with samples of working adults were conducted. Results revealed that only leaders’ narcissistic rivalry, but not their admiration, was positively related to abusive supervision. Furthermore, leaders showed abusive supervision because they experienced injury initiation motives. The indirect effect was significant in all conditions of follower behavior, but significantly stronger when followers showed CWB than when they showed TP. Finally, I conducted a mini meta-analysis (see Chapter 5) to obtain a more precise estimate of the relationship between leaders’ narcissistic rivalry and abusive supervision. More specifically, I conducted a meta-analysis of the effects of leaders’ narcissistic rivalry on abusive supervision from this dissertation’s primary studies. Results indicated that the association between leaders’ narcissistic rivalry and abusive supervision was moderately positive in size, which again stresses the idea that leaders’ narcissistic rivalry is an important precursor of abusive supervision. Overall, the findings of this dissertation underline the idea that abusive supervision results from a complex interplay between leaders’ personality, underlying cognitive processes, and follower behaviors. These findings expand the understanding of abusive supervision from a leader perspective and offer fruitful directions for future research. Limitations (e.g., in terms of theoretical and methodological considerations) are discussed along with practical implications for practitioners and organizations.

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Section: Theoretical Implicationssupporting

confidence: 87%

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confidence: 99%

Explaining Abusive Supervision via Leader Narcissism : The Role of Narcissistic Leaders' Internal Processes and Follower Behaviors

Gauglitz¹

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“…Heeding calls for more transparency in psychological research, the theoretical model and the main hypotheses were preregistered on the Open Science Framework (OSF; see https://osf.io/q4ahw/). We also preregistered other variables and hypotheses that are reported in a separate manuscript (Fehn & Schütz, 2020).…”

Section: Methodsmentioning

confidence: 99%

How to Deal With a Difficult Boss

Fehn

Schütz

2022

Zeitschrift für Psychologie

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Abstract. As abusive supervision entails negative outcomes for individuals and organizations, a better understanding of leader- and follower-related antecedents of abusive supervision can help organizations prevent destructive leadership. In an experimental vignette study with 140 leaders, we tested an integrative model that includes leaders’ narcissism as an antecedent of their abusive supervision intentions. We also tested for the moderating role of followers’ behavior and indirect effects via leaders’ evaluations of followers. We employed the narcissistic admiration and rivalry concept (NARC) to distinguish between adaptive and maladaptive dimensions of grandiose narcissism and found that the maladaptive dimension, narcissistic rivalry, predicted abusive supervision intentions. This effect was strongest when followers behaved dominantly. Finally, we found preliminary evidence that leaders’ evaluations of followers’ likeability, but not of followers’ competence, mediated the relationship between leaders’ narcissistic rivalry and abusive supervision intentions. These indirect effects were not conditional on followers’ behavior. We discuss these findings in light of theoretical and practical implications for individuals and organizations.

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“…Narcissism is recognized as a personality trait incorporating magnificence, superiority, egocentricity, prerogative, insubstantial dignity, and aggression ( Rosenthal and Pittinsky, 2006 ). For the past two decades, this particular concept has been attaining importance in the literature; therefore, psychologists and clinical experts are analyzing this personality trait in multiple dimensions ( Asrar-ul-Haq and Anjum, 2020 ; Bernerth, 2020 ; Fehn and Schütz, 2020 ). From an organizational perspective, this concept is linked with the emotional stability and instability of individuals related to their performance ( Ouimet, 2010 ).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

2022

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Drawing on the social exchange theory (SET) and research on leadership influences, we developed and inspected a multilevel model to test the conditions and mechanisms through which a leader’s behavioral integrity (LBI) deters workplace ostracism (WO). We used trust as a mediator and the narcissistic personality of a leader as a boundary condition in the connection between a LBI and WO. Data were collected from 249 employees working in different five- and four-star hotels in Pakistan over three time lags. The statistical results revealed that a LBI reduces WO. Additionally, a LBI has an indirect effect on WO through interpersonal trust. We did not find statistical support for the moderating role of the narcissistic personality of a leader in the relationship between a LBI and WO. Implications, along with limitations and future research directions, are also discussed.

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What You Get is What You See: Other-Rated but not Self-Rated Leaders’ Narcissistic Rivalry Affects Followers Negatively

Cited by 26 publications

References 117 publications

Explaining Abusive Supervision via Leader Narcissism : The Role of Narcissistic Leaders' Internal Processes and Follower Behaviors

Explaining Abusive Supervision via Leader Narcissism : The Role of Narcissistic Leaders' Internal Processes and Follower Behaviors

How to Deal With a Difficult Boss

Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model

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