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  1. How Narcissistic Leaders Impact on Subordinate’s Followership During the COVID-19? The Moderating Role of Organizational Identification.Lin Wang & Qun Guo - 2022 - Frontiers in Psychology 13.
    The COVID-19 pandemic gave rise to social and economic problems and pose a threat to most of enterprise. Faced with crisis and challenge, effective leaders and devoted employees are important factors for enterprises to overcome difficulties. We propose a moderated mediation model wherein narcissistic leader predicts subordinate’s followership through leader self-interest behavior perceived by subordinates, with organizational identification of leader acting as the contextual condition. Two-wave data collected from 303 employees in the manufacturing and technology industry in China supported our (...)
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  • The Dark Side of Leader Narcissism: The Relationship Between Leaders’ Narcissistic Rivalry and Abusive Supervision.Iris K. Gauglitz, Birgit Schyns, Theresa Fehn & Astrid Schütz - 2022 - Journal of Business Ethics 185 (1):169-184.
    Narcissists often attain leadership positions, but at the same time do not care for others and often engage in unethical behaviors. We therefore explored the role of leader narcissism as an antecedent of abusive supervision, a form of unethical leadership. We based our study on the narcissistic admiration and rivalry concept (NARC) and proposed a direct positive effect of leaders’ narcissistic rivalry—the maladaptive narcissism dimension—on abusive supervision. In line with trait activation and threatened egotism theory, we also proposed a moderated (...)
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  • What You Get is What You See: Other-Rated but not Self-Rated Leaders’ Narcissistic Rivalry Affects Followers Negatively.Theresa Fehn & Astrid Schütz - 2020 - Journal of Business Ethics 174 (3):549-566.
    Individuals with high levels of narcissism often ascend to leadership positions. Whereas there is evidence that narcissism is linked to unethical behavior and negative social outcomes, the effects of leader narcissism on an organization’s most important resource—its employees—have not yet been studied thoroughly. Using theoretical assumptions of the Narcissistic Admiration and Rivalry Concept and social exchange theories, we examined how leaders’ narcissistic rivalry was related to follower outcomes in a sample of matched leaders and followers. Followers of leaders high in (...)
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  • Jeopardies of Aversive Leadership: A Conservation of Resources Theory Approach.Tasneem Fatima, Mehwish Majeed & Syed Z. A. Shah - 2018 - Frontiers in Psychology 9:398025.
    The research on the dark side of leadership is still in its infancy. We have contributed to this line of research by proposing that work alienation acts as an underlying mechanism through which aversive leadership results in reduced job performance. We further propose that psychological capital acts as an important personal resource that reduces the negative effects of aversive leadership in the form of work alienation. The proposed model gets its support from the conversation of resources theory given by Hobfoll (...)
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  • Linking Leader’s Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model.Seemab Chaman, Sadia Shaheen & Asrar Hussain - 2022 - Frontiers in Psychology 13.
    Drawing on the social exchange theory 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 deters workplace ostracism. 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 (...)
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  • Harmful Leader Behaviors: Toward an Increased Understanding of How Different Forms of Unethical Leader Behavior Can Harm Subordinates.Juliana Guedes Almeida, Deanne N. Den Hartog, Annebel H. B. De Hoogh, Vithor Rosa Franco & Juliana Barreiros Porto - 2021 - Journal of Business Ethics 180 (1):215-244.
    Research on unethical leadership has predominantly focused on interpersonal and high-intensity forms of harmful leader behavior such as abusive supervision. Other forms of harmful leader behavior such as excessively pressuring subordinates or acting in self-centered ways have received less attention, despite being harmful and potentially occurring more frequently. We propose a model of four types of harmful leader behavior varying in intensity and orientation : Intimidation, Lack of Care, Self-Centeredness, and Excessive Pressure for Results. We map out how these relate (...)
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