A multilevel analysis of the trifurcated model of leader narcissism and its relationship with key outcomes at the team level.

Abstract

We live in a ‘selfie’ society; a narcissistic society where self-serving and self-aggrandizement behaviours are promoted, mimicked, admired, and rewarded. Narcissists, matching the profile of the ‘prototypical’ leader, seduce followers and gravitate towards leadership roles in business, in pursuit of a stage on which to shine and a perpetual supply of affirmation and social admiration.

Do these narcissists leverage their charisma to achieve sustainable organizational success, or do they deliver fluctuating and extreme levels of organizational performance? By examining narcissism as a distinct personality trait, this thesis explores the relationship between leader narcissism and organizational outcomes at the team level.

Using the trifurcated model of narcissism (with narcissistic admiration, narcissistic rivalry, and vulnerable narcissism factors) and evidence from an empirical study of 174 followers nested in 44 leaders, in an international food retail chain, at a single point in time during the pandemic in Greece, this thesis primarily seeks to determine whether designated variables mediate the effect of leader narcissism on outcomes team performance and individual work engagement.

The author found no evidence to support the initial proposition that designated variables (i.e. team psychological safety, climate for work group innovation and trust in the leader) mediate the leader narcissism/outcomes (i.e. team performance and individual work engagement) relationship. Still, it was shown that the neurotic vulnerable narcissism facet, often neglected in organizational research, was indeed the most destructive of the three facets of narcissism, as it exhibited an adverse effect on team performance. Moreover, empirical evidence has shown that the antagonistic, conflict-prone narcissistic rivalry facet destroys trust in the leader and undermines the leader–follower relationship. Finally, empirical evidence points towards a curvilinear relationship of the agentic narcissistic admiration facet with team performance.

Theoretical contributions enriching extant research are offered and practical implications proposed for organizations and practitioners. Finally, limitations of this effort are discussed and recommendations for future research provided.