Leader consultation mitigates the harmful effects of leader narcissism: A belongingness perspective

Joel Carnevale, Lei Huang, Peter D. Harms

Research output: Contribution to journalArticle

6 Scopus citations

Abstract

Drawing from belongingness theory, the present study proposes and empirically tests the impact of leader narcissism on employees’ citizenship and antagonistic behaviors via their organization-based self-esteem (OBSE) depending on conditions of leader consultation behaviors. Survey data collected from 262 leader-employee dyads at a large Chinese information technology company largely supported our predictions. The results show that leader narcissism threatens employees’ OBSE and further exerts negative indirect effects on their promotive voice and helping behaviors and positive indirect effects on their dysfunctional resistance and badmouthing. The results further illustrate that the negative relationship between leader narcissism and employee OBSE and the indirect effects of leader narcissism on the four outcomes via OBSE are significant only under conditions where narcissistic leaders fail to consult with their employees. Such effects turn non-significant in the presence of high leader consultation. Theoretical and practical implications are offered along with limitations and suggestions for future research directions.

Original languageEnglish (US)
Pages (from-to)76-84
Number of pages9
JournalOrganizational Behavior and Human Decision Processes
Volume146
DOIs
StatePublished - May 1 2018

Keywords

  • Belongingness
  • Dysfunctional behavior
  • Leader narcissism
  • Organization-based self-esteem
  • Organizational citizenship behavior

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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