Narcissism in organizational contexts

Campbell, W. Keith; Hoffman, Brian J.; Campbell, Stacy M.; Marchisio, Gaia

doi:10.1016/j.hrmr.2010.10.007

Cited by 345 publications

(578 citation statements)

References 118 publications

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“…To reconcile the positive and negative aspects of narcissistic leadership, researchers have distinguished what is referred to as the "bright side" and "dark side" of personality (e.g., Campbell et al, 2011;Hogan & Kaiser, 2005). In focusing on the positive attributes, researchers have noted that many successful leaders can be characterized by high self-esteem, internal locus of control, self-efficacy, and having control over one's emotions.…”

Section: The Narcissistic Leadermentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

221

151

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Narcissism is characterized by traits such as dominance, self-confidence, a sense of entitlement, grandiosity, and low empathy. There is growing evidence that individuals with these characteristics often emerge as leaders, and that narcissistic CEOs may make more impulsive and risky decisions. We suggest that these tendencies may also affect how compensation is allocated among top management teams. Using employee ratings of personality for the CEOs of 32 prominent high-technology firms, we investigate whether more narcissistic CEOs have compensation packages that are systematically different from their less narcissistic peers, and specifically whether these differences increase the longer the CEO stays with the firm. As predicted, we find that more narcissistic CEOs who have been with their firm longer receive more total direct compensation (salary, bonus, and stock options), have more money in their total shareholdings, and have larger discrepancies between their own (higher) compensation and the other members of their team.

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Section: The Narcissistic Leadermentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

221

151

View full text Add to dashboard Cite

show abstract

“…In interpersonal contexts, narcissistic traits serve as a mechanism for self-regulation, in which motivations, relationships with others, and self-regulation strategies interact, leading to narcissistic behavior (Campbell et al, 2011). Green (1988) offers the life narcissism connotation, referring to the positive function of narcissism, which integrates representations of the ego coherently, giving a sense of self-esteem and personal valorization.…”

Section: O Objetivo Dessa Pesquisa Foi Identificar Se Traços Não Patomentioning

confidence: 99%

Narcissism: are accounting students using their personality traits to perform better?

Lima

Avelino

Cunha

2018

Rev. contab. organ.

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58The purpose of this research was to identify if non-pathological narcissistic personality traits in accounting students are related to their performance. Students who overestimate their performance, a characteristic present in narcissistic individuals, live in the unrealistic belief that they do better than others in different activities. Such tendency can be detrimental in the long term. In addition to resulting in a constant effort so that such expectations become reality. The data were collected from a sample of 106 Brazilian accounting students who responded to a survey that included the Narcissistic Personality Inventory (NPI). The results suggest that the higher the presence of narcissistic traits, the greater his/her self-perceived academic performance. At same time, narcissism does not influence the student's real performance, which suggest that narcissistic personality traits just influence expectations, reather than the learning process. INTRODUCTIONOne of the differences between the current generation and previous ones is the current generation's level of narcissism (Dworkis, 2012). According to Trechera, Torre, and Morales (2008), historians, philosophers, sociologists, and social analysts generally agree that in recent decades society has reached an apogee of narcissism that is a central cultural theme (Mazlish, 1982;Valadez & Clignet, 1987;Rojas, 2007), characterized by a strong concern, in all walks of life, about self-realization, to the detriment of the collective well-being (Severiano, 1999

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“…For instance, research has linked low equity sensitivity to all three dark triad traits (Woodley & Allen, 2014) and entitlement is considered a core component of narcissism (see Campbell, Hoffman, Campbell, & Marchisio, 2011, for a review). Likewise, careerism has been linked to psychopathy (Chiaburu, Mun˜oz, & Gardner, 2013), and all three dark triad traits have been shown to be meta-analytically associated with one another (O'Boyle et al, 2012).…”

Section: Self-interested Behaviormentioning

confidence: 99%

“…What is more, a narcissistic sense of entitlement leads individuals to believe that they are actually deserving of additional resources, including a higher salary (Campbell, Bonacci, Shelton, Exline, & Bushman, 2004). When excessive resource demands are left unmet, individuals high in narcissism may be more likely to perceive psychological contract breaches with their employers (Campbell et al, 2011;Robinson & Rousseau, 1994). Perceptions of psychological contract breach, in turn, could very well fuel the perceptions of injustice known to trigger CWB (Colquitt et al, 2013).…”

Section: Self-interested Behaviormentioning

confidence: 99%

“…Experienced interviewers tend to rate narcissists more favorably for managerial positions (Schnure, 2010) and trained assessors tend to rate narcissists more favorably during leaderless group discussion assessment center activities (Brunell et al, 2008). This "preference" for narcissistic individuals might occur because any positive features of self-interested behavior (e.g., charisma) are more readily apparent in the short term, with negative aspects of self-interested behavior manifesting after the hiring process is complete and organizational entry has occurred (Campbell & Campbell, 2009;Campbell et al, 2011). That such individuals are favored during the hiring process means that managers who wish to screen for excessive self-interested behavior will need to go to greater lengths to make appropriate selection decisions.…”

Section: Self-interested Behaviormentioning

confidence: 99%

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