The Good, the Bad and the Ugly: Leadership and Narcissism

Higgs, Malcolm

doi:10.1080/14697010902879111

Cited by 170 publications

(140 citation statements)

References 34 publications

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“…Organizations should include these qualities in selection or promotion processes as well as leadership development programs (Higgs 2009). In particular, selection and development of organizational leaders requires clearly defined, behavioral criteria, which take leaders' relational orientation into account (e.g., transformational leadership; Peus et al 2013).…”

Section: Contributionsmentioning

confidence: 99%

Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research

Braun

Aydin

Frey³

et al. 2016

J Bus Ethics

100

104

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Building on the emotion-centered model of voluntary work behavior, this research tests the relations between leader narcissism, followers' malicious and benign envy, and supervisor-targeted counterproductive work behavior (CWB). Results across five studies (i.e., one pilot study (N = 50), two experimental studies (N = 74 and 50), and two field surveys (N = 365 and 100) indicate that leader narcissism relates positively to followers' negative emotions (i.e., malicious envy), which in turn mediates the positive relation between leader narcissism and supervisor-targeted CWB. Proposed negative relations between leader narcissism and positive emotions (i.e., benign envy) were only partly supported. Our findings advance the understanding of envy and the detrimental impact of leader narcissism on organizational functioning.

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Section: Contributionsmentioning

confidence: 99%

Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research

Braun

Aydin

Frey³

et al. 2016

J Bus Ethics

100

104

View full text Add to dashboard Cite

show abstract

“…For example, argues that authoritative leaders often engage in behaviours such as belittling of followers, self-aggrandisement, coercive conflict resolution, unnecessary punishments and the undermining of organisational goals. and Higgs (2009) also reported that leaders often exhibit behaviours which aim at obtaining purely personal (not organisational) goals, and may inflict damage on others through constant abuses of power. Finally, and in a similar vein to , a number of theorists (Conger, 1990; proposed that the behaviour of 'followers' may also contribute to destructive practices-especially in regard to self-esteem issues, the playing of power games, and treating the leader as an idol.…”

Section: Page 47 Of 74mentioning

confidence: 99%

Beyond unsustainable leadership: critical social theory for sustainable leadership

Bendell

Sutherland

Little

2017

SAMPJ

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Purpose The purpose of this paper is to prepare the conceptual groundwork for the future study of leadership for sustainable development. The paper demonstrates the relevance of Critical Leadership Studies to future research on sustainable development policies and practices. A critical approach is also applied to concepts of sustainable development, with three paradigms of thought described. Design/methodology/approach The approach taken is an extensive literature review in fields of leadership and sustainable development, with a focus on some of the broad assumptions and assertions in those literatures. Findings A key finding is that leadership studies drawing from critical social theory can provide important insights into future research and education on leadership for sustainability. This literature shows that some assumptions about leadership may hinder opportunities for social or organisational change by reducing the analysis of factors in change or reducing the agency of those not deemed to be leading. These limitations are summarised as “seven unsustainabilities” of mainstream leadership research. Research limitations/implications The paper calls for the emerging field of sustainable leadership to develop an understanding of significant individual action that includes collective, emergent and episodic dimensions. The paper then summarises key aspects of the papers in this special issue on leadership for sustainability. Practical implications The implications for practice are that efforts to promote organisational contributions to sustainable development should not uncritically draw upon mainstream approaches to leadership or the training of leaders. Originality/value The authors consider this the first paper to provide a synthesis of insights from Critical Leadership Studies for research in sustainability.

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“…Coupled with the narcissist's ability to sell their ideas to others (Goncalo et al, 2010), this creates both the opportunity and motivation for the narcissist to attempt to influence the board's compensation decisions. Over time, their overconfidence in assessing and portraying their own abilities, willingness to ignore objective feedback to the contrary, persistence, and willingness to manipulate others (Chatterjee & Hambrick, 2011;Higgs, 2009;Kernis & Sun, 1994) allows the narcissist to shape the perceptions of others and ultimately influence compensation systems. More formally, we hypothesize that:…”

Section: Narcissism and Executive Compensationmentioning

confidence: 99%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

223

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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The Good, the Bad and the Ugly: Leadership and Narcissism

Cited by 170 publications

References 34 publications

Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research

Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research

Beyond unsustainable leadership: critical social theory for sustainable leadership

Narcissistic CEOs and executive compensation

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