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Chen H, Zhang L, Wang L, Bao J, Zhang Z. Multifaceted leaders: the double-edged sword effect of narcissistic leadership on employees' work behavior. Front Psychol 2024; 14:1266998. [PMID: 38327510 PMCID: PMC10847519 DOI: 10.3389/fpsyg.2023.1266998] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/25/2023] [Accepted: 12/29/2023] [Indexed: 02/09/2024] Open
Abstract
So far, most studies have focused on exploring the negative effects of narcissistic leadership. However, little attention has been paid to whether narcissistic leadership also has a positive effect. This study is based on Conservation of Resources Theory and reveals that narcissistic leadership has a double-edged sword effect. By using Mplus7.4 software the analysis of 450 employees and their direct leaders' pairing data collected in three stages, it is found that: narcissistic leadership has a positive effect on employee' hostility toward supervisor and psychological availability; hostility toward supervisor mediates the relationship between narcissistic leadership and counterproductive work behavior; psychological availability mediates the relationship between narcissistic leadership and organizational citizenship behavior; in addition, environmental uncertainty enhances the positive effect of narcissistic leadership on employee' hostility toward supervisor and psychological availability, which in turn moderates the indirect effect of narcissistic leadership on counterproductive work behavior through employee' hostility toward supervisor and on organizational citizenship behavior through psychological availability.
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Affiliation(s)
- Hao Chen
- School of Public Health and Management, Youjiang Medical University for Nationalities, Baise, Guangxi, China
| | - Lei Zhang
- Clinical Research Center for Mental Disorders, Shanghai Pudong New Area Mental Health Center, School of Medicine, Tongji University, Shanghai, China
| | - Liang Wang
- School of Economics and Management, Wuxi Vocational Institute of Arts and Technology, Wuxi, Jiangsu, China
| | - Jiaying Bao
- School of Languages and Cultures, Youjiang Medical University for Nationalities, Baise, Guangxi, China
| | - Zihan Zhang
- School of Economics and Management, Wuhan University, Wuhan, Hubei, China
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Wille B, Heyde F, Vergauwe J, De Fruyt F. Understanding dark side personality at work: Distinguishing and reviewing nonlinear, interactive, differential, and reciprocal effects. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT 2022. [DOI: 10.1111/ijsa.12407] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Bart Wille
- Department of Developmental, Personality and Social Psychology Ghent University Ghent Belgium
| | - Fien Heyde
- Department of Developmental, Personality and Social Psychology Ghent University Ghent Belgium
| | - Jasmine Vergauwe
- Department of Developmental, Personality and Social Psychology Ghent University Ghent Belgium
- Work and Organizational Psychology Vrije Universiteit Brussel Belgium
| | - Filip De Fruyt
- Department of Developmental, Personality and Social Psychology Ghent University Ghent Belgium
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Ren L, Zhang X, Chen P, Liu Q. The Impact of Empowering Leadership on Employee Improvisation: Roles of Challenge-Hindrance Stress and Psychological Availability. Psychol Res Behav Manag 2022; 15:2783-2801. [PMID: 36186518 PMCID: PMC9524386 DOI: 10.2147/prbm.s381092] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/06/2022] [Accepted: 09/08/2022] [Indexed: 11/23/2022] Open
Abstract
Purpose The purpose of this research is to explore the effect of empowering leadership on employee improvisation, including the mediating roles of challenge stress and hindrance stress as well as the moderating role of psychological availability. Methods Four proposed hypotheses were tested using hierarchical regression analysis and the bootstrapping method by reference to two waves of data collected in 2021 from 248 employees working for organizations located in southern China. Results The results showed that empowering leadership had a positive effect on employee improvisation, which was mediated by challenge stress and hindrance stress. That is, empowering leadership promoted challenge stress and decreased hindrance stress, thereby stimulating employee improvisation. Furthermore, psychological availability strengthened the positive effect of challenge stress on employee improvisation and weakened the negative effect of hindrance stress on employee improvisation. Psychological availability also moderated the indirect relationships among empowering leadership, challenge/hindrance stress and employee improvisation. Conclusion In theoretical terms, this study identifies a new antecedent of employee improvisation: empowering leadership. This study also advances knowledge concerning the mechanism by which empowering leadership exerts its influence by drawing on cognitive transactional theory. Moreover, this study’s exploration of the moderating role of psychological availability enriches the literature concerning the boundary conditions of the challenge-hindrance stress model. In practical terms, this study provides useful insights that can help organizations activate employee improvisation and manage employees’ work pressure.
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Affiliation(s)
- Lei Ren
- School of Business, Soochow University, Suzhou, Jiangsu, People's Republic of China
| | - Xiaobin Zhang
- School of Business, Soochow University, Suzhou, Jiangsu, People's Republic of China
| | - Peihu Chen
- School of Business, Soochow University, Suzhou, Jiangsu, People's Republic of China
| | - Qingqing Liu
- School of Business, Jiangnan University, Wuxi, Jiangsu, People's Republic of China
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Yu M, Wen J, Smith SM, Stokes P. Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2022. [DOI: 10.1108/lodj-09-2021-0437] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposePsychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.Design/methodology/approachA systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.FindingsFirst, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.Research limitations/implicationsEven though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.Practical implicationsThe authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.Social implicationsImportantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.Originality/valueFundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature.
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Fan P, Liu Y, Liu H, Hou M. The multilevel influence of supervisor helping behavior on employee voice behavior: A moderated mediation model. Front Psychol 2022; 13:955288. [PMID: 36092043 PMCID: PMC9459152 DOI: 10.3389/fpsyg.2022.955288] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/28/2022] [Accepted: 08/04/2022] [Indexed: 11/30/2022] Open
Abstract
Based on conservation of resource theory, this study adopts an experience sampling method to build a cross-hierarchical mode to investigate the internal mechanism between supervisor helping behavior and employee voice behavior. The empirical results from 76 employees’ dynamic data show that the supervisor helping behavior has no significant direct effect on the employee voice behavior; thriving at work plays a mediating role between supervisor helping behavior and employee voice behavior. Psychological availability, as a moderator, not only positively moderates the effect of supervisor helping behavior on thriving at work but also positively moderates the mediation of thriving at work on the relationship between supervisor helping behavior and employee voice behavior. From the dynamic perspective, this study adds to the literature on supervisor helping behavior and employee voice behavior, and it has practical implications on managerial decision-making.
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Affiliation(s)
- Peihua Fan
- School of Business and Management, Shanghai International Studies University, Shanghai, China
| | - Yuzhao Liu
- School of Business and Management, Shanghai International Studies University, Shanghai, China
| | - Haowen Liu
- Department of Human Resources, NIO Inc., Shanghai, China
| | - Mingjun Hou
- School of Business Administration, Shanghai Lixin University of Accounting and Finance, Shanghai, China
- *Correspondence: Mingjun Hou,
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Iqbal Q, Piwowar-Sulej K. Sustainable Leadership, Environmental Turbulence, Resilience, and Employees' Wellbeing in SMEs. Front Psychol 2022; 13:939389. [PMID: 35837639 PMCID: PMC9274281 DOI: 10.3389/fpsyg.2022.939389] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/09/2022] [Accepted: 05/31/2022] [Indexed: 11/13/2022] Open
Abstract
Drawing on the conservation of resources theory and contingency theories of leadership, this study aims to investigate how sustainable leadership (SL) influences employees' wellbeing (WB) through employee resilience (ER) and to examine the moderating effect of environmental turbulence (ET) on the “sustainable leadership-employees' wellbeing” relationship. Data were collected from 593 employees and 373 supervisors adopting two-wave design among small and medium-sized enterprises (SMEs) in China. The authors used structural equation modeling to empirically test the hypothesized model in this study. The research shows that SL is significantly related to the employees' WB in SMEs. Regarding mediating effect, SL also indirectly influences employees' WB through ER. Moreover, the impact of SL on employees' WB becomes more prominent in the presence of lower ET. To the best of the authors' knowledge, no prior study is available about the integrated relationship of SL, ER, ET, and employee WB.
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Affiliation(s)
- Qaisar Iqbal
- Centre for China-India-Pakistan Studies, Sichuan University of Science and Engineering, Zigong, China
- *Correspondence: Qaisar Iqbal
| | - Katarzyna Piwowar-Sulej
- Department of Labor, Capital and Innovation, Faculty of Management, Wroclaw University of Economics, Wrocław, Poland
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Li Y, Xu M, Waters L, Yang X, Wu C, Wu Z. Significant task activates trait gratitude for organizational citizenship behaviors: The mediating role of psychological availability. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2022. [DOI: 10.1080/1359432x.2022.2064745] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/04/2022]
Affiliation(s)
- Ye Li
- School of Management, Nanjing University, Nanjing, Jiangsu, China
| | - Minya Xu
- Guanghua School of Management, Peking University, Beijing, China
| | - Lea Waters
- Center for Positive Psychology, University of Melbourne, Melbourne, Australia
| | - Xuhua Yang
- School of Labor Economics, Capital University of Economics and Business, Beijing, China
| | - Changchang Wu
- School of Economics, Peking Univerisity, Beijing, China
| | - Zhengyang Wu
- School of Management, University of Science and Technology of China, Hefei, Anhui, China
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