Leadership development: paths to self-insight and professional growth
In: Series in applied psychology
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In: Series in applied psychology
In: Series in applied psychology
In: The Jossey-Bass management series
In: The Jossey-Bass Management Series
In: The Jossey-Bass Management Series
In: The Jossey-Bass social and behavioral science series
In: The Jossey-Bass management series
In: The Jossey-Bass social and behavioral science series
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Volume 49, Issue 4, p. 100725
ISSN: 0090-2616
In: Journal of managerial psychology, Volume 34, Issue 6, p. 429-442
ISSN: 1758-7778
Purpose
Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance.
Design/methodology/approach
The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories.
Findings
Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance.
Practical implications
Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers.
Originality/value
The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Volume 41, Issue 3, p. 220-229
ISSN: 0090-2616
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Volume 37, Issue 4, p. 313-326
ISSN: 0090-2616
In: Human resource management review, Volume 5, Issue 3, p. 159-188
ISSN: 1053-4822
In: Human resource management review, Volume 4, Issue 4, p. 311-332
ISSN: 1053-4822
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Volume 33, Issue 1, p. 148
ISSN: 0001-8392