Effects of rectors’ narcissism on academics’ silence and commitment in the context of public universities

Abstract

Purpose This paper aims to focus on academics’ in four public universities located in Egypt to explore the effect of narcissistic leadership on affective, continuance and normative commitment approaches with and without the mediating effect of academics’ silence. Design/methodology/approach The authors used a convenience sampling in which academics were handed a questionnaire form to fill. In total, the authors distributed 280 forms and collected 214 completed questionnaire forms. A structural equation was used to determine the effect of narcissistic leadership on the organizational commitment (affective, continuance and normative) of academics. The same measure was later used to assess the mediating role of the academics’ silence on the aforementioned relationship. Findings The authors of this paper found that narcissistic leadership positively associates with academics’ silence. Moreover, their perceptions of the narcissism of their leaders alleviate academics’ emotional attachments (affective commitment) and moral obligations (normative commitment) toward their universities, whereas the same perceptions of the narcissism of their leaders have no effect on their continuance commitment. Finally, the authors discovered a significant role for academics’ silence in mediating the negative relationship between narcissistic leadership and their affective and normative commitments. Originality/value This paper contributes by filling a gap in leadership, HR management and organization literature in the higher education sector, in which empirical studies on the relationship between narcissistic leadership, academics’ silence and organizational commitment have been limited until now.

The effect of social support on job performance through organizational commitment and innovative work behavior: does innovative climate matter?

“…Organizational commitment is closely associated with job performance according to existing scholarly articles (Sungu et al, 2019). Organizational commitment is a phase in which the workers perceive a specific set of goals, and want to keep up high performance (Robbins and Judge, 2018;Mousa et al, 2021). The more the workers are involved or became serious with organizational commitment, the more job performance is ensured.…”

The Effects of Perceived Narcissistic Supervision and Workplace Bullying on Employee Silence: The Mediating Role of Psychological Contracts Violation

“…Employees' silence positively associates with the narcissistic supervision. Moreover perceptions of narcissist supervisors detach the employees from the organization; they become passive and less committed to work tasks (Mousa et al, 2020). Employees remain silent due to avoid conflicts of supervisor narcissism behaviors (Zhang & Li, 2018).…”

“…Future studies can be conducted by using longitudinal research design instead of cross-sectional to find the generalizability of the current study results. Longitudinal research design may be effective for judging employees' behaviors under a negative work environment (Mousa et al, 2020: Shah et al, 2020. Secondly, the study population of the current research was the employees from specific organizations .i.e.…”

“…Further Supervision narcissistic style could also be hurdle in shaping good organizational environment, individual psychological contracts, commitment and feedback (Sarwar & Muhammad, 2020: Ko et al, 2020. Perceived narcissistic supervision may be a disaster from an organizational perspective in many ways it can create violation in psychological contracts (Mousa et al, 2020). The current study attempts to extend the effects of perceived narcissistic supervision and workplace bullying on employee silence by mediating the role of psychological contracts violations with an initiative to fulfill the gap from various studies with a more standardized tool with basic research questions which are needed to analyzed which are (1) Do Perceive Narcissistic Supervision and Workplace Bullying have a positive impact on employee silence?…”

Genuine imposterism and leadership in higher education: A collaborative auto-ethnographic exploration

“…The paper will thereby contribute to research and practice in higher-education management and leadership as follows: firstly, it will systematically reveal associations of genuine imposterism and toxic/destructive leadership (Fahie, 2019;Klein, 2010) by laying out the detrimental effects of the phenomenon on both individual subordinates and teams in areas such as individual job satisfaction and team dynamics (cf., Mousa et al, 2021). By this token, a systematic analysis of the phenomenon as a relevant aspect of toxic/destructive leadership in human resource development and related fields is supported, which allows the inclusion of a practically relevant, yet under-theorised phenomenon into a broader perspective in these fields.…”