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Leader narcissism and follower outcomes: The counterbalancing effect of leader humility.
J Appl Psychol. 2015 Jul; 100(4):1203-13.JA

Abstract

[Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-001). The last name of the second author was misspelled in the Online First version of the article. All versions of this article have been corrected.] 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.

Authors+Show Affiliations

Romney Institute of Public Management, Marriott School of Management, Brigham Young University.Department of Organization and Human Resources, School of Management, University at Buffalo, State University of New York.No affiliation info availableDepartment of Management, W. P. Carey School of Business, Arizona State University.

Pub Type(s)

Journal Article

Language

eng

PubMed ID

25621592

Citation

Owens, Bradley P., et al. "Leader Narcissism and Follower Outcomes: the Counterbalancing Effect of Leader Humility." The Journal of Applied Psychology, vol. 100, no. 4, 2015, pp. 1203-13.
Owens BP, Wallace AS, Walker AS, et al. Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. J Appl Psychol. 2015;100(4):1203-13.
Owens, B. P., Wallace, A. S., Walker, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. The Journal of Applied Psychology, 100(4), 1203-13. https://doi.org/10.1037/a0038698
Owens BP, et al. Leader Narcissism and Follower Outcomes: the Counterbalancing Effect of Leader Humility. J Appl Psychol. 2015;100(4):1203-13. PubMed PMID: 25621592.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. AU - Owens,Bradley P, AU - Wallace,Angela S, AU - Walker,Angela S, AU - Waldman,David A, Y1 - 2015/01/26/ PY - 2015/1/27/entrez PY - 2015/1/27/pubmed PY - 2016/12/15/medline SP - 1203 EP - 13 JF - The Journal of applied psychology JO - J Appl Psychol VL - 100 IS - 4 N2 - [Correction Notice: An Erratum for this article was reported in Vol 100(4) of Journal of Applied Psychology (see record 2015-29666-001). The last name of the second author was misspelled in the Online First version of the article. All versions of this article have been corrected.] 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. SN - 1939-1854 UR - https://www.unboundmedicine.com/medline/citation/25621592/Leader_Narcissism_and_Follower_Outcomes:_The_Counterbalancing_Effect_of_Leader_Humility_ L2 - http://content.apa.org/journals/apl/100/4/1203 DB - PRIME DP - Unbound Medicine ER -