Helfrich_Dietl_2019pp_EJWOP_Is_employee_narcissism_always_toxic_The_role_of_narcissistic_admiration_rivalry_....pdf (489.38 kB)
Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry, and leaders’ implicit followership theories for employee voice
Organizational researchers are increasingly interested in investigating the influence of
narcissism on the workplace. Drawing on self-determination theory and recent research that distinguishes two dimensions of narcissism and their different underlying motivational dynamics, we hypothesised that employee empowerment, and in turn voice, are differentially influenced by the two narcissism facets admiration and rivalry. In particular, we expected that employees’ narcissistic admiration is positively related to voice via empowerment, whereas
rivalry is negatively related to voice via empowerment. Moreover, we investigated leaders’ implicit followership theories (IFTs) as moderator of the relationships between narcissistic rivalry and narcissistic admiration with empowerment. We argue that a leader’s positive IFTs buffer the negative effect of narcissistic rivalry and foster the positive effect of narcissistic admiration on empowerment, and in turn voice (i.e., first-stage moderated mediations). We found support for most of our predictions in a multi-wave field study using data from 268 leader-employee dyads. Theoretical and practical implications are explored.
Funding
This research was partly funded by Gips-Schüle Stiftung (www.gips-schuele-stiftung.de).
History
School
- Business and Economics
Department
- Business
Published in
European Journal of Work and Organizational PsychologyVolume
28Issue
2Pages
259-271Citation
HELFRICH, H. and DIETL, E., 2019. Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry, and leaders’ implicit followership theories for employee voice. European Journal of Work and Organizational Psychology, 28 (2), pp.259-271.Publisher
© Taylor & Francis (Routledge)Version
- AM (Accepted Manuscript)
Publisher statement
This is an Accepted Manuscript of an article published by Taylor & Francis in European Journal of Work and Organizational Psychology on 22 February 2019, available online: http://www.tandfonline.com/10.1080/1359432X.2019.1575365.Acceptance date
2019-01-18Publication date
2019-02-22Copyright date
2019ISSN
1359-432XeISSN
1464-0643Publisher version
Language
- en