All I need is a stage to shine: Narcissists' leader emergence and performance

By Barbora Nevická, Annebel H. B. De Hoogh, A. V. Vianen, B. Beersma, Doris McIlwain. 2011

220 citations recorded by the source corpus.

Subfields: Clinical Psychology, Experimental and Cognitive Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1f87048a8f48baa4cfddd9c1212ba752ecbac9d5

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In Clinical Psychology

In Experimental and Cognitive Psychology

In Sociology and Political Science

Citations in the corpus

CEO Narcissism and the Takeover Process: From Private Initiation to Deal Completion (2016, unknown): “They are also consistent with the findings of Nevicka et al. (2011), who show, in an experimental setting, that the performance outcomes of narcissists are contextually dependent.”
Should Entrepreneurially Oriented Firms Have Narcissistic CEOs? (2016, background): “Driven by their need to demonstrate their superiority (Nevicka et al., 2011), narcissistic CEOs invest more personal effort in challenging tasks than”
I'm Too Good for This Job: Narcissism's Role in the Experience of Overqualification (2015, background): “…2009), feel entitled to positive outcomes and rewards that exceed reasonable expectations (Ackerman & Donnellan, 2013; Fisk, 2010), and seek out roles which provide power, influence, and the opportunity to have an audience for their actions (Jonason, Slomski, & Partyka, 2012; Nevicka et al., 2011).”
Narcissism: An Integrative Synthesis and Dominance Complementarity Model (2014, background): “Thus, narcissists tend to appear charismatic and attractive under minimal acquaintance, such as during job interviews (Back et al., 2010; Brunell et al., 2008; Nevicka et al., 2011a).”
Echoes of our upbringing: How growing up wealthy or poor relates to narcissism, leader behavior, and leader effectiveness (2016, background): “exchange within groups, which in turn reduces group performance (Nevicka et al., 2011).”
Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research (2018, unknown): “Narcissistic leaders are successful and charismatic figures (Back et al. 2010; Nevicka et al. 2011), which followers may look up to, until they experience their dark side.”
Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths (2015, background): “Narcissists can be exploitative and destructive leaders (Godkin and Allcorn, 2011; Maccoby, 2000; Nevicka et al., 2011; Rosenthal and Pittinsky, 2006; Stein, 2013).”