The ability to read emotions in faces helps humans efficiently assess social situations. We tested how this ability is affected by aspects of familiarization with face masks and personality, with a focus on emotional intelligence. To address aspects of the current pandemic situation, we used photos of not only faces per se but also of faces that were partially covered with face masks. The sample, the size of which was determined by an a priori power test, was recruited in Germany (...) and consisted of healthy individuals of different ages [M = 24.8 years]. Participants assessed the emotional expressions displayed by six different faces determined by a 2 × 3 design. Each person was presented with six different emotional displays with or without a face mask. Accuracy and confidence were lower with masks—in particular for the emotion disgust but also for happiness, anger, and sadness. When comparing the present data collected in July 2021 with data from a different sample collected in May 2020, when people first started to familiarize themselves with face masks in Western countries during the first wave of the COVID-19 pandemic, we did not detect an improvement in performance. There were no effects of participants’ emotional intelligence, sex, or age regarding their accuracy in assessing emotional states in faces for unmasked or masked faces. (shrink)

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 (...) narcissistic rivalry reported less perceived supervisor support, lower quality leader-member relationships, lower performance-based self-esteem, and lower job engagement. These effects were only found when follower-rated leaders’ narcissistic rivalry was used in the model but not when self-rated leaders’ narcissistic rivalry was used as a predictor. This implies that the negative effects of leaders’ narcissistic rivalry on followers are driven by the expression of narcissistic tendencies. Leader development should thus focus on changing destructive leader behavior. We propose that leaders high in narcissistic rivalry can be motivated to make such changes by showing them that by hurting their followers, they will eventually undermine their own reputation and status. Furthermore, selection and promotion practices should incorporate objective measures to weaken the effects of narcissists’ self-promotional tactics in these contexts and thus prevent people high in narcissistic rivalry from rising to leadership positions. (shrink)

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 (...) mediation assuming that leaders high in narcissistic rivalry would be particularly prone to showing abusive supervision in reaction to followers’ supervisor-directed deviance, as this form of follower behavior would threaten their self-esteem. We conducted a field study with leader–follower dyads (Study 1) and an experimental vignette study with leaders (Study 2). Leaders’ narcissistic rivalry was positively related to abusive supervision (intentions) in both studies. This effect was independent of followers’ supervisor-directed deviance and leaders’ perceived self-esteem threat. We discuss our findings in light of the NARC, as well as threatened egotism theory, and offer directions for future research. Finally, we make practical recommendations for organizations. (shrink)

We comment on the proposition “that lower temperatures and especially greater seasonal variation in temperature call for individuals and societies to adopt … a greater degree of self-control” (Van Lange et al., sect. 3, para. 4) for which we cannot find empirical support in a large data set with data-driven analyses. After providing greater nuance in our theoretical review, we suggest that Van Lange et al. revisit their model with an eye toward the social determinants of self-control.