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Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry, and leaders’ implicit followership theories for employee voice

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journal contribution
posted on 29.01.2019, 11:20 by Hannah Helfrich, Erik DietlErik Dietl
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 Psychology

Volume

28

Issue

2

Pages

259-271

Citation

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

18/01/2019

Publication date

2019-02-22

Copyright date

2019

ISSN

1359-432X

eISSN

1464-0643

Language

en