Grandiose narcissism and performance in organizations: mediating role of subjective wellbeing
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ORIGINAL ARTICLE
Grandiose narcissism and performance in organizations: mediating role of subjective wellbeing Kiran Sakkar Sudha1 · M. Ghazi Shahnawaz1 Received: 12 July 2020 / Accepted: 18 November 2020 © The Author(s) 2020
Abstract Narcissism is imbued with emotional dynamism and there is a strong need to assess the linkages with outcomes by analyzing their fusion. The present study examined the relationship between grandiose narcissism and performance through analyzing the mediating role of subjective wellbeing (positive affect, negative affect and life satisfaction). The wholesome assessment of performance was done by considering task performance, team-work and cognitive motivational effectiveness among 293 senior-level Indian employees of a big public sector organization. Data were analyzed by using SPSS 22 and Smart PLS 2.0. The correlation results showed that grandiose narcissism was negatively related to performance, life satisfaction and positively related to negative affect. The indirect pathways (through mediation analyses) revealed that negative affect and life satisfaction mediated the relationship between grandiose narcissism and performance. The study effectively contributes to the narcissism and performance literature by presenting clearer pathways of grandiose narcissism (through self-regulated emotions and subjective wellbeing). Practical implications werealso highlighted beside the theoretical concerns. Keywords Grandiose narcissism · Subjective wellbeing · Performance · Mediation analysis
1 Introduction Narcissistic leaders have intrigued the researchers as they usually hog the limelight. It appears that individuals high on narcissism surface easily (Rosenthal and Pittinsky 2006) as they often fit into the prototypical leaders (because of their grandiosity). Originally narcissism was considered as negative (Lubit 2002) but lately, narcissism construct has been broadened and is considered as both positive and negative (Czarna and Nevicka 2019). Narcissistic leaders experience high positive affect as well as wellbeing (GornikDurose 2020) and their behavior is also regulated by state and affect/emotions (Chen et al. 2019) but this contingency is still evolving. There is a fusion between narcissism and emotions which is manifested in narcissist’s thriving behavior and performance (Uji et al. 2014). On the other hand, narcissists also report hypersensitivity and anger, lack of
* M. Ghazi Shahnawaz [email protected]; [email protected] Kiran Sakkar Sudha [email protected] 1
Jamia Millia Islamia, New Delhi, India
empathy, irrationality and inflexibility (APA 2000) etc. There is also some evidence to show that if narcissistic leaders can control some of their emotions, such as arrogance with humility, they can become a better performer, be more effective, and can experience satisfaction, wellbeing etc. (Owens et al. 2015). Moreover, the relationship between narcissism and performance has been fairly inconsistent (Wallace and Baumister 2002) and is likely to be moderated by many c
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