Leader Narcissism and Follower Outcomes: The Counterbalancing Effect of Leader Humility

• 成果类型: Article
• 署名作者: Owens, Bradley P.; Wallace, Angela S.; Waldman, David A.
• 署名单位: Brigham Young University; State University of New York (SUNY) System; University at Buffalo, SUNY; Arizona State University; Arizona State University-Tempe
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/a0038698
• 发表日期: 2015
• 页码: 1203-U404
• 关键词: leader traits; narcissism; HUMILITY; JOB ENGAGEMENT; Job performance

摘要

In response to recent calls to theorize and examine how multiple leader characteristics may work together in their effects, the current research examines how leader narcissism and humility interact to predict perceived leader effectiveness and follower (i.e., direct-report) job engagement and performance. Although an examination of leaders who are narcissistic yet humble may seem oxymoronic and even paradoxical, researchers have suggested that seemingly contradictory personal attributes may exist simultaneously and may actually work together to produce positive outcomes. Results from survey data from followers and leaders working for a large health insurance organization showed that the interaction of leader narcissism and leader humility is associated with perceptions of leader effectiveness, follower job engagement, and subjective and objective follower job performance. Together, these results suggest that narcissistic leaders can have positive effects on followers when their narcissism is tempered by humility.