Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior
So far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has...
| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2024-01-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1266998/full |
| _version_ | 1797347922300370944 |
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| author | Hao Chen Lei Zhang Liang Wang Jiaying Bao Zihan Zhang |
| author_facet | Hao Chen Lei Zhang Liang Wang Jiaying Bao Zihan Zhang |
| author_sort | Hao Chen |
| collection | DOAJ |
| description | So far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has a double-edged sword effect. By using Mplus7.4 software the analysis of 450 employees and their direct leaders’ pairing data collected in three stages, it is found that: narcissistic leadership has a positive effect on employee’ hostility toward supervisor and psychological availability; hostility toward supervisor mediates the relationship between narcissistic leadership and counterproductive work behavior; psychological availability mediates the relationship between narcissistic leadership and organizational citizenship behavior; in addition, environmental uncertainty enhances the positive effect of narcissistic leadership on employee’ hostility toward supervisor and psychological availability, which in turn moderates the indirect effect of narcissistic leadership on counterproductive work behavior through employee’ hostility toward supervisor and on organizational citizenship behavior through psychological availability. |
| first_indexed | 2024-03-08T11:54:57Z |
| format | Article |
| id | doaj.art-eebd218455de424c9a843df9311cfab9 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-03-08T11:54:57Z |
| publishDate | 2024-01-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-eebd218455de424c9a843df9311cfab92024-01-24T04:48:57ZengFrontiers Media S.A.Frontiers in Psychology1664-10782024-01-011410.3389/fpsyg.2023.12669981266998Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behaviorHao Chen0Lei Zhang1Liang Wang2Jiaying Bao3Zihan Zhang4School of Public Health and Management, Youjiang Medical University for Nationalities, Baise, Guangxi, ChinaClinical Research Center for Mental Disorders, Shanghai Pudong New Area Mental Health Center, School of Medicine, Tongji University, Shanghai, ChinaSchool of Economics and Management, Wuxi Vocational Institute of Arts and Technology, Wuxi, Jiangsu, ChinaSchool of Languages and Cultures, Youjiang Medical University for Nationalities, Baise, Guangxi, ChinaSchool of Economics and Management, Wuhan University, Wuhan, Hubei, ChinaSo far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has a double-edged sword effect. By using Mplus7.4 software the analysis of 450 employees and their direct leaders’ pairing data collected in three stages, it is found that: narcissistic leadership has a positive effect on employee’ hostility toward supervisor and psychological availability; hostility toward supervisor mediates the relationship between narcissistic leadership and counterproductive work behavior; psychological availability mediates the relationship between narcissistic leadership and organizational citizenship behavior; in addition, environmental uncertainty enhances the positive effect of narcissistic leadership on employee’ hostility toward supervisor and psychological availability, which in turn moderates the indirect effect of narcissistic leadership on counterproductive work behavior through employee’ hostility toward supervisor and on organizational citizenship behavior through psychological availability.https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1266998/fullnarcissistic leadershiphostility toward supervisorpsychological availabilitycounterproductive work behaviororganizational citizenship behaviorenvironment uncertainty |
| spellingShingle | Hao Chen Lei Zhang Liang Wang Jiaying Bao Zihan Zhang Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior Frontiers in Psychology narcissistic leadership hostility toward supervisor psychological availability counterproductive work behavior organizational citizenship behavior environment uncertainty |
| title | Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior |
| title_full | Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior |
| title_fullStr | Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior |
| title_full_unstemmed | Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior |
| title_short | Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees’ work behavior |
| title_sort | multifaceted leaders the double edged sword effect of narcissistic leadership on employees work behavior |
| topic | narcissistic leadership hostility toward supervisor psychological availability counterproductive work behavior organizational citizenship behavior environment uncertainty |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1266998/full |
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