Narcissism and Leadership: An Object Relations Perspective

Vries, Manfred F. R. Kets de; Miller, Danny

doi:10.1177/001872678503800606

Cited by 312 publications

(253 citation statements)

References 3 publications

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Section: Introductionsupporting

confidence: 53%

“…Finally, having a narcissistic leader has been associated with reduced group-level information exchange, which can prove detrimental to team performance (Nevicka, Ten Velden, et al, 2011). This finding lends credence to the longheld suspicion that narcissists' pattern of resisting and devaluing others' input eventually has negative consequences (Kets de Vries & Miller, 1985;Maccoby, 2000;Rosenthal & Pittinsky, 2006).Despite the growing body of literature focusing on the relationship between narcissism and leadership, no consensus has been reached regarding narcissism's impact on leadership. There are several possible reasons for this inconsistency of past findings.…”

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confidence: 77%

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Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Grijalva

Harms

Newman

et al. 2013

AMPROC

165

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Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta-analysis to make four contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can be explained by leader extraversion; (c) demonstrating that whereas observerreported leadership effectiveness ratings (e.g., supervisor-report, subordinate-report, and peer-report) are not related to narcissism, self-reported leadership effectiveness ratings are positively related to narcissism; and (d) illustrating that the nil linear relationship between narcissism and leadership effectiveness masks an underlying curvilinear trend, advancing the idea that there exists an optimal, midrange level of leader narcissism.During the last decade, organizational researchers have become increasingly interested in narcissism, as recently evidenced by several insightful contributions (e.g., Galvin, Waldman, & Balthazard, 2010;Judge, LePine, & Rich, 2006;Judge, Piccolo, & Kosalka, 2009;Nevicka, Ten Velden, De Hoogh, & Van Vianen, 2011;Peterson, Galvin, & Lange, 2012), digitalcommons.unl.edu 2 G r i j a lva , H a r m s , N e w m a N , G a d d i s & F r a l e y i N P e r s o n n e l P s y c h o l o g y 6 8 ( 2 0 1 5 ) including a meta-analysis of narcissism and work performance (O'Boyle, Forsyth, Banks, & McDaniel, 2012). Narcissism's rise in popularity coincides with a larger trend in the field of organizational psychology toward building a more thorough understanding of negative workplace behaviors (e.g., counterproductive work behaviors [CWB], abusive supervision, and incivility; Andersson & Pearson, 1999;Sackett, 2002;Tepper, 2000). Within this context, negative personality traits have a newfound appeal, as they carry the potential to harness validity left untapped by trait paradigms focused on the more positive side of personality (Grijalva & Newman, in press;Hogan & Hogan, 2001;Judge et al., 2006;O'Boyle et al., 2012;Paulhus & Williams, 2002;Penney & Spector, 2002;Wu & LeBreton, 2011).This paper seeks to integrate and extend existing findings regarding narcissism's impact on leadership. To be clear, much existing research already focuses on narcissism's role in leadership (Kets de Vries & Miller, 1985;Maccoby, 2000;Rosenthal & Pittinsky, 2006); but this research has not produced consensus concerning whether narcissistic leaders hinder or benefit their organizations. To begin clarifying this issue, we first note that researchers typically define narcissism by listing several diagnostic criteria for Narcissistic Personality Disorder from the Diagnostic and Statistical Manual of Mental Disorder-IV (DSM-IV; APA, 2000; e.g., "has a grandiose sense of self-importance"; "requires excessive admiration"; "has a sense of entitl...

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Section: Introductionsupporting

confidence: 53%

mentioning

confidence: 77%

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Grijalva

Harms

Newman

et al. 2013

AMPROC

165

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“…Narsizm karizma ve kişisel güç kullanımı ile ilişkili olup, egemenlik, büyüklük, kibir, kendini haklı görme ve zevklerinin peşinde koşmayı içerir (Padilla, Hogan ve Kaiser, 2007:181). Her ne kadar bu makalede narsistlik toksik liderlikle ilişkilendirilerek ona 'zararlı' (Judge, LePine ve Rich, 2006;Kets de Vries, 1999) anlamı yüklenilse de bazı yazarlar (Deluga, 1997;Kets de Vries & Miller, 1985) pozitif yanı üzerinde de durmaktadırlar. Burada problem olan, bir liderin narsist olduğu mu yoksa liderlik tarzının narsist özellikleri taşıdığı mıdır?…”

Section: Toksik Liderlikunclassified

Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

Reyhanoğlu¹,

Akın²

2016

itobiad

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ÖzBu çalışmanın temel amacı, toksik liderlik biçiminin örgütsel sağlığı etkileyip etkilemediğini ortaya koymaktır. Örgütsel sağlık, örgütün çevresel değişimlere uyum sağlayabilmesi amacıyla çalışanların fiziksel ve ruhsal olarak kendini iyi hissetmesi, bu durumun da örgütü ve örgütsel iklimi olumlu etkilemesidir. Bir örgütün lideri olarak yöneticinin kötü liderlik göstermesi, çalışanın ve dolayısıyla örgütün sağlığını bozabilmektedir. Çalışmada, örgüt sağlığını olumsuz şekilde etkileyeceği iddia edilen toksik liderlik biçimi temel alınmıştır. Toksik lider, örgüt içinde çalışanlara kötü davranan, onları devamlı aşağılayan, narsist eğilimleri olan bir lider tipidir. Kendini çalışanlarına kabul ettirmek için, yüksek ölçüde kontrol yetkisini kullanması çalışanların moral, motivasyon ve verimliliğini düşürmekte, örgüt için yıkıcı olmakta, örgütsel iklimi olumsuz yönde etkilemektedir. Çalışmada, toksik liderlik özelliklerinin örgütsel sağlığı nasıl etkilediği karşılaştırmalı olarak incelenmiş toksik liderlik ile örgütsel sağlık arasındaki ilişkiyi açıklayan önermeler yapılmıştır. Yapılan çıkarımlarda toksik liderin yıldırma davranışları, istismarcı, narsist ve otoriter kişiliği çalışanların dolayısıyla örgütün sağlığını olumsuz olarak etkilediği yönündedir. Anahtar Kelimler: Toksik Liderlik, Örgütsel Sağlık, Yıkıcı Liderlik, Çalışan Sağlığı, İstismarcı Liderlik. Does Toxic Leadership Trigger Organizational Health Negatively? AbstractThe main purpose of this study is that shows the effect of toxic leadership style to organizational health. Organizational health is that employees feel well physically and mentally, so that it affects a positive to organization and organizational climate in order to adapt to environmental changes,. As a leader of the organization, harmful exhibition of the manager influences negatively to the health of the employees and the organization. This study is based on the toxic form of leadership, claimed that it negatively effects on the organizational health. As a leader type of having narcissistic tendencies, toxic leaders mistreat employees within the organization. By using the high extent authority of control in order to make employees to accept him/her, toxic leaders affect negatively employees' morale, motivation and productivity. In addition, toxic leaders, disruptive of the organization, affect negatively organizational climate. In the study, in the framework characteristics of toxic leadership, examined how it affects organizational health, using comparison methodology. The study concludes with propositions, which explore of the relationship between organizational health and toxic leadership. The conclusions made that the toxic leader's bully behavior, abusive, narcissistic and authoritarian personality effect negatively on employees' and organizational health.

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“…This may be attributed to the fact that such figureheads are generally expected to be highly confident, even narcissistic individuals, often displaying a range of telling traits, such as grandiosity, exhibitionism, selfcenteredness, and lack of empathy (Kets de Vries & Miller, 1985). Such an approach may explain why some authors (e.g., Andrews & Furniss, 2009) claim that there is a thin line between excessive narcissism and psychopathy.…”

Section: Contemporary Leadership Developmentsmentioning

confidence: 99%