The Long-Term Organizational Impact of Destructively Narcissistic Managers

Lubit, Roy

doi:10.2307/j.ctvpg85tk.20

Cited by 23 publications

(38 citation statements)

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“…The intrinsic satisfaction of competing and the extrinsic reward of status and money are motivating factors to narcissists (Ryan & Deci, 2000; Reidy, Zeichner, Foster, & Martinez, 2008; Twenge, Campbell, Hoffman, & Lance, 2010). Therefore, narcissists often navigate corporate hierarchies to successfully attain executive positions (Brunell et al, 2008; Lubit, 2002; Maccoby, 2007; Rosenthal & Pittinsky, 2006).…”

Section: Theoretical Basis Of Ceo Narcissismmentioning

confidence: 99%

Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism

Cragun

Olsen

Wright

2019

Journal of Management

150

208

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Chief executive officer (CEO) narcissism is an important area of research due to the strategic implications of how this multifaceted personality trait affects CEO behavior. This article presents a combined meta-analytic and narrative review of CEO narcissism and makes future research recommendations. Our review and meta-analytic findings lead to the creation of a framework for CEO narcissism research focused on narcissistic CEO supply, demand, behavior, and consequences. Additionally, our review identifies five methods of measuring CEO narcissism, each with strengths and weaknesses. We find that while extant findings exhibit common themes, such findings remain mixed and potentially dependent upon methods. We recommend that future research expand beyond the strategic consequences of CEO narcissism to consider additional foci of the research framework and its moderators. Additionally, we suggest that research can benefit from moving beyond the predominant theoretical lenses of upper echelons theory and leadership theory to the lenses of the extended agency model of narcissism, the admiration-versus-rivalry perspective of narcissism, and tournament theory.

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Section: Theoretical Basis Of Ceo Narcissismmentioning

confidence: 99%

Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism

Cragun

Olsen

Wright

2019

Journal of Management

150

208

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“…If the target CEO obtains a position in the combined entity it implies that the two CEOs will have to work together in future. Narcissists are more likely to engage in counterproductive work behaviors (W. K. Campbell et al (2011)) and find it difficult to establish healthy working relationships (Lubit (2002)). This suggests that a future working relationship is less likely when both CEOs are highly narcissistic.…”

Section: B Hypothesis Developmentmentioning

confidence: 99%

“…We interpret the lack of significance of target CEO narcissism as implying that the target CEO seeks ego aggrandizement elsewhere. Narcissists show little concern for the well-being of others and do not care if their actions are detrimental to them (Lubit (2002)). Our results are consistent with the idea that narcissistic target CEOs do not seek to get a better deal for their shareholders.…”

Section: Bid Premiummentioning

confidence: 99%

CEO Narcissism and the Takeover Process: From Private Initiation to Deal Completion

Aktas¹,

Bodt²,

Bollaert³

et al. 2016

J. Financ. Quant. Anal.

188

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CEO narcissism affects the M&A process. More narcissistic target CEOs obtain higher bid premiums. Acquirer shareholders react less favorably to a takeover announcement when the target CEO is more narcissistic. Among acquiring CEOs, narcissism is associated with initiating deals and negotiating faster. Higher narcissism in both target and acquirer CEOs is associated with a lower probability of deal completion. Interactions between acquirer and target CEO narcissism play a significant role. To obtain these results, narcissism is measured by the prevalence of personal pronoun usage in more than 1,700 transcripts of CEO speech.JEL classification: G34

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“…There is an increasing recognition that leaders are abusing their positions of authority (Bendahan et al 2015;Liu et al 2012;Lubit 2002;Vrendenburgh and Brender 1998;Wee et al 2017). Such abuses range from personal insults, threats of intimidation and termination, uninvited physical contact, public humiliation, and advancement of personal agendas (Conger 1990;Lubit 2002;Sutton 2007). Empirical studies have found that such abuses have cost United States organizations $24 billion a year in lost productivity, staff turnover, legal fees and damaged corporate reputations (Wee et al 2017).…”

Section: Introductionmentioning

confidence: 99%

“…In Sutton's (2007) provocatively titled book, "the No Asshole rule…", he cites an example in which a Hollywood executive fired 250 personal assistants because they brought him the wrong muffin. According to Sutton (2007), this executive was a certified "asshole" because he abused his position of authority to bully and intimidate his subordinates (see also Lubit 2002). A growing number of empirical studies on "dark / destructive" leadership has confirmed these and other types of abuses in a leader's authority and found that such abuses can result in significant declines in an employee's trust (Bendahan et al 2015;Lubit 2002;Wee et al 2017).…”

Section: Introductionmentioning

confidence: 99%

A Crisis in Leadership: Transforming Opportunistic Leaders into Leaders that can be Trusted

2021

J Manag Gov

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Business leaders often rely on the power of their authority to influence their employees. Recent workplace surveys however have found a growing distrust in a business leader’s authority. While such distrust has been increasingly associated with abuses in a leader’s authority, leadership research has primarily focused on the positive outcomes of leadership. The task of this study is to develop a conceptual model of leadership to address this shortcoming. In drawing Transaction Cost Economics (TCE), a concept of opportunistic authority was developed to explain employees’ distrust in their leader’s authority. This opportunistic authority is defined by a legal and moral opportunism in which a leader in a position of authority seeks to beguile, cloak and / or deceive employees of their legal and moral responsibilities. Legitimacy is identified as a solution to overcoming this opportunistic authority. Specifically, a leader’s efforts to develop pragmatic and moral forms of legitimacy develop normative expectations in upholding a leader’s legal and moral responsibilities. These normative expectations reduce a leader’s legal and moral opportunism and develop employees’ trust in the leader’s authority. A contribution of this study is that it not only offers a “darker side” explanation of leadership, but it also introduces a legitimizing process that can transform “ass**le” leaders into leaders that can be trusted.

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The Long-Term Organizational Impact of Destructively Narcissistic Managers

Cited by 23 publications

References 0 publications

Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism

Making CEO Narcissism Research Great: A Review and Meta-Analysis of CEO Narcissism

CEO Narcissism and the Takeover Process: From Private Initiation to Deal Completion

A Crisis in Leadership: Transforming Opportunistic Leaders into Leaders that can be Trusted

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