Climb up your ego! Narcissistic status pursuit and motivation to lead

Prundeanu, Oara; Constantin, Ticu; Popușoi, Simona A.

doi:10.1016/j.paid.2021.110830

Cited by 11 publications

(5 citation statements)

References 37 publications

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“…According to this defnition, leaders' narcissistic admiration can be considered a challenging stressor. Tis is because narcissistic admiration leaders treat their nurses better, strive to maintain interpersonal relationships with nurses, and even take the initiative to help nurses [21]. In this kind of an environmental situation, leaders' knowledge, skills, and abilities can help them achieve personal gain, growth, development, and well-being [18], which generates challenge appraisal.…”

Section: Te Mediating Role Of Nurses' Challenge and Hindrancementioning

confidence: 99%

The Relationships of Leaders’ Narcissistic Admiration and Rivalry with Nurses’ Organizational Citizenship Behavior towards Leaders: A Cross-Sectional Survey

Zhu,

Zhang,

Qin

et al. 2023

Journal of Nursing Management

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Aim. The aim of this study is to investigate the unique contributions of two distinct dimensions of leaders’ narcissism—admiration and rivalry—to nurses’ organizational citizenship behavior towards the leader and the mediating role of nurses’ challenge appraisal and hindrance appraisal based on the transactional stress theory. Background. Leaders’ narcissism is widespread in hospitals, so whether nurses will show organizational citizenship behavior to narcissistic leaders is related to the harmony and stability of the team. Thus, clarifying the positive or negative relationship between leaders’ narcissism and nurses’ organizational citizenship behavior towards leaders has become a priority. Methods. A cross-sectional survey was conducted at two-time points with 280 Chinese nurses. We used the structural equation model to analyze our data. Results. We found that leaders’ narcissistic admiration was positively correlated with nurses’ organizational citizenship behavior towards the leader; however, leaders’ narcissistic rivalry was negatively correlated with nurses’ organizational citizenship behavior towards the leader. Furthermore, mediation analyses revealed that leaders’ narcissistic admiration had a significant indirect effect on nurses’ organizational citizenship behavior towards leaders via challenge appraisal, and leaders’ narcissistic rivalry had a significant indirect effect on nurses’ organizational citizenship behavior towards leaders via hindrance appraisal. Conclusion. By introducing two dimensions of narcissistic admiration and rivalry, we resolve previous contradictory findings about the relationship between leader narcissism and organizational citizenship behavior towards the leader. Implications for Nursing Management. Nursing managers need to understand that there are both positive and negative relationships between leaders’ narcissism and nurses’ organizational citizenship behavior towards the leader, and we can promote the positive effects of leaders’ narcissistic admiration and curb the negative consequences of leaders’ narcissistic rivalry by taking some specific steps, such as promoting the loving cooperative atmosphere and punishing disruptive behaviors.

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Section: Te Mediating Role Of Nurses' Challenge and Hindrancementioning

confidence: 99%

The Relationships of Leaders’ Narcissistic Admiration and Rivalry with Nurses’ Organizational Citizenship Behavior towards Leaders: A Cross-Sectional Survey

Zhu,

Zhang,

Qin

et al. 2023

Journal of Nursing Management

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“…However, higher LMX might encourage employees to undertake leadership roles, thus engaging in CWBs to overthrow the leader from the current position. MTL has been shown to predict leader emergence (Hong, 2005; Hong et al, 2011; Prundeanu et al, 2021), which might also be due to negative perceptions of their existing leaders. Therefore, employees engage in leader roles using their initiative, which might relate to certain types of CWB enactment, for example, taking over a leadership position.…”

Section: Studymentioning

confidence: 99%

Where You Lead, I Will Follow: Leader–Member Exchange,Motivation to Lead and Employee Counterproductive Work Behavior

Premru,

Černe,

Buch

2023

SAGE Open

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The leader–follower relationship plays an important role in preventing employees from engaging in counterproductive work behavior (CWB). We investigate the interplay among perceived leader–member exchange (LMX), leaders’ motivation to lead (MTL), and CWB, specifically examining the cross-level effect of leaders’ MTL in the relationship between individuals’ LMX and CWB. We tested our hypotheses in two studies: a two-source field study in three large European Union companies (217 employees nested into teams with 31 unique leaders) and an experiment with 106 participants in which we manipulated LMX and MTL using vignette scenarios. Field study results indicated that individuals with higher levels of LMX exhibit lower levels of CWB. This relationship is more negative in cases of low MTL, indicating a trade-off effect of LMX and MTL. The experiment replicated these effects. We additionally tested a moderated-mediation model, which included the explanatory mechanism (mediator) of followers’ MTL. Taken together, this paper proposes and simultaneously tests interplay effects of followers’ dyadic perceptions of their relationships with leaders and leaders’ individual differences in reducing CWB. It develops and tests the role-modeling process of leaders’ MTL translation into followers’ MTL. The paper also shows the multilevel nature of the proposed model with a two-source examination (leader vs. follower perspective).

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“…So far, leadership research mainly focuses on grandiose narcissists (for a recent overview, see Gauglitz, 2021), as they possess charismatic and leader-like attributes (e.g., inflated sense of the self, attention-seeking behavior; Nevicka et al, 2011). In fact, status pursuit strategies are one factor that motivates narcissistic individuals to lead (Prundeanu et al, 2021). Here, we extend previous studies by differentiating between different dimensions of narcissism, specifically between grandiose and vulnerable narcissism (Miller et al, 2011) and their implications for different dimensions of MTL.…”

Section: Hypothesesmentioning

confidence: 99%

Me, Me, Me

Schyns

Lagowska

Braun

2022

Zeitschrift für Psychologie

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Abstract. This study tests the relationships between grandiose narcissism and affective, calculative, social-normative motivation to lead (MTL), avoidance to lead, and between vulnerable narcissism and affective MTL and avoidance to lead. Further, we assess the moderating effect of narcissistic organizational identification (NOI). As expected, grandiose narcissism correlated positively with three dimensions of MTL, though the relationship with social-normative MTL disappeared when controlling for NOI and the interaction. Vulnerable narcissism was positively related to avoidance to lead, but not too affective MTL. Subsequent regression analysis revealed that vulnerable narcissism related negatively to affective MTL for individuals with low or moderate (but not high) NOI. Our study contributes to the integration of narcissism and leadership research by examining a differentiated conceptualization of narcissism, explaining why some individuals may actively approach while others actively avoid leadership, and one of the boundary conditions which may facilitate narcissists’ MTL.

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Climb up your ego! Narcissistic status pursuit and motivation to lead

Cited by 11 publications

References 37 publications

The Relationships of Leaders’ Narcissistic Admiration and Rivalry with Nurses’ Organizational Citizenship Behavior towards Leaders: A Cross-Sectional Survey

The Relationships of Leaders’ Narcissistic Admiration and Rivalry with Nurses’ Organizational Citizenship Behavior towards Leaders: A Cross-Sectional Survey

Where You Lead, I Will Follow: Leader–Member Exchange,Motivation to Lead and Employee Counterproductive Work Behavior

Me, Me, Me

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