Narcissistic leadership and employees’ innovative behaviour: mediating roles of job embeddedness and job engagement

Leader Narcissism and Employee Organizational Citizenship Behavior Directed Toward the Leader: Roles of Perceived Insider Status and Need for Self-Esteem

“…First, this study explored and tested the negative impact of leader narcissism on employee OCB-L, which enriched our understanding of the outcome variables of leader narcissism in the Chinese context. Prior studies have explored the relationship between leader narcissism and employees’ workplace behaviors, such as helping behavior ( Carnevale et al, 2018 ), voice behavior ( Liao et al, 2019b ; Huang et al, 2020 ; Yao et al, 2020 ), innovation behavior ( Yang et al, 2020 ; Norouzinik et al, 2021 ), and proactive behavior ( Liao et al, 2019a ). However, these employees’ workplace behaviors are either intended to help their colleagues or to promote organizational development and improvement.…”

“…Second, this study proposed and tested the mediating role of perceived insider status between leader narcissism and employee OCB-L and revealed the internal mechanism underlying that relationship. By reviewing the prior literatures on the effects of leader narcissism on employees’ behaviors, our study concluded that most scholars have mainly followed three perspectives: the social exchange perspective ( O’Boyle et al, 2012 ; Wang et al, 2018 ; Liao et al, 2019b ), the conservation of resources perspective ( Huang et al, 2020 ; Yao et al, 2020 ; Norouzinik et al, 2021 ) and the social cognitive perspective ( Zhang et al, 2018 ; Aboramadan et al, 2021 ). Although existing studies have helped us to understand the influencing mechanism of leader narcissism on employees’ behaviors from different perspectives, no research to date has explored it from the perspective of self-concept.…”

“…Given that leader narcissism has been shown to substantially impact employees ( O’Boyle et al, 2012 ), there is growing interest in identifying its specific effects. Prior studies have focused on the effects of leader narcissism on employees’ job performance ( Owens et al, 2015 ; Liu et al, 2021 ) and workplace behaviors such as voice behavior ( Liao et al, 2019b ; Huang et al, 2020 ; Yao et al, 2020 ), innovation behavior ( Yang et al, 2020 ; Norouzinik et al, 2021 ), change-oriented organizational citizenship behavior ( Ha et al, 2020 ), and counterproductive behavior ( O’Boyle et al, 2012 ; Braun et al, 2018 ). Although existing studies have provided valuable insights into the ways in which leader narcissism affects employees’ individual-directed and organization-directed behaviors, it does not answer the question of how leader narcissism affects employees’ leader-directed followership behavior.…”

Entrepreneurial Leadership and Entrepreneurial Performance in Start-Ups: A Moderated Serial Mediation Model

“…JE is considered a beneficial state to both the organization and the individual. Employees with high JE tend to have higher work ethic, superior productivity, and excellent innovative behavior (Norouzinik et al, 2021). According to JE theory, a meaningful connection and good fit between the employee, the organization, and the job will motivate good performance (Lee et al, 2004).…”

“…High JE employees go the extra mile to stay in the organization by performing better and achieving their personal career goals (Al-Ghazali, 2020). They develop more positive qualities and create value for the organization (Norouzinik et al, 2021). JE mediates between job factors and key organizational results (Holtom et al, 2006).…”