Content Assessment: Me, Me, Me? Leader Narcissism and Outcomes in Organizations

Information - 96%
Insight - 95%
Relevance - 87%
Objectivity - 94%
Authority - 93%

93%

Excellent

A short percentage-based assessment of the qualitative benefit of the research article on leader narcissism.

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Background Note: As an avid student of organizational behavior and leadership studies, ComplexDiscovery is a great fan of research and writings on organizational effectiveness. Today’s post shares salient research on the topic of leader narcissism in organizations and the impact of this narcissism on outcomes.  The research from this article may be useful for professionals in any work environment, including the eDiscovery ecosystem, as the research considers both the positive and negative impacts of narcissism at the dyadic, team, and organizational levels.

Article*

Leader Narcissism and Outcomes in Organizations: A Review at Multiple Levels of Analysis and Implications for Future Research

Susanne Braun

Article Abstract

Narcissists often pursue leadership and are selected for leadership positions by others. At the same time, they act in their own best interest, putting the needs and interests of others at risk. While theoretical arguments clearly link narcissism and leadership, the question of whether leader narcissism is good or bad for organizations and their members remains unanswered. Narcissism seems to have two sides, a bright and a dark one. This systematic literature review seeks to contribute to the ongoing academic discussion about the positive or negative impact of leader narcissism in organizations. Forty-five original research articles were categorized according to outcomes at three levels of analysis: the dyadic level (focusing on leader-follower relationships), the team level (focusing on work teams and small groups), and the organizational level. On this basis, we first summarized the current state of knowledge about the impact that leader narcissism has on outcomes at different levels of analysis. Next, we revealed similarities and contradictions between research findings within and across levels of analysis, highlighting persistent inconsistencies concerning the question of whether leader narcissism has positive or negative consequences. Finally, we outlined theoretical and methodological implications for future studies of leader narcissism. This multi-level perspective ascertains a new, systematic view of leader narcissism and its consequences for organizations and their stakeholders. The article demonstrates the need for future research in the field of leader narcissism and opens up new avenues for inquiry.

Article Conclusion

Organizations seem to have turned into a “me-me-me” world of narcissism. Scholars and the public are therefore concerned with the negative impact that narcissism may enfold, especially when narcissists gain leadership positions. In the face of increasing empirical insights, this systematic literature review sought to present a nuanced view of what we know so far about the negative, but also positive consequences of narcissism in organizations. The insights presented speak in favor of a more balanced picture, taking into account different levels of analysis in organizations and surrounding conditions, under which leader narcissism can enfold its dynamics. The hope of this review is to inspire fruitful theory building as well as methodological advancements in the field of narcissism and leadership.

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Complete Article: Leader Narcissism and Outcomes in Organizations: A Review at Multiple Levels of Analysis and Implications for Future Research (PDF) – Mouseover to Scroll

Leader Narcissism and Outcomes in Organizations

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Braun S (2017) Leader Narcissism and Outcomes in Organizations: A Review at Multiple Levels of Analysis and Implications for Future Research. Front. Psychol. 8:773. doi: 10.3389/fpsyg.2017.00773.

*Shared with permission (CC BY 4.0).

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