Narcissism: An Integrative Synthesis and Dominance Complementarity Model

By Emily Grijalva, P. D. Harms. 2014

253 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5ebdae869d5f3a8c22a1dd0099b8859ef0139855

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Citations in the corpus

Mental disorders in the entrepreneurship context : When Being Different Can Be an Advantage (2018, background): “Moreover, extremely high self-esteem, such as associated with narcissism (Grijalva & Harms, 2014), may be excellent for taking the plunge to engage in entrepreneurial activity but may be detrimental to interpreting negative performance feedback, leading to an escalation of commitment to a losing…”
The Right People in the Wrong Places: The Paradox of Entrepreneurial Entry and Successful Opportunity Realization (2015, background): “First, given that not all entrepreneurial leaders exhibit overconfidence and narcissism (cf. Forbes, 2005; Grijalva & Harms, 2013; Wales et al., 2013), the variable presence of thesequalities across individuals helps to inform basic questions of entrepreneurial entry, affecting not only broader…”
Too arrogant for their own good? Why and when narcissists dismiss advice (2015, background): “However, overconfidence lacks some key features of narcissism, such as the absence of concern about others, a sense of entitlement, and selfishness (Campbell, 1999; Grijalva & Harms, 2014).”
Leader Narcissism Predicts Malicious Envy and Supervisor-Targeted Counterproductive Work Behavior: Evidence from Field and Experimental Research (2018, unknown): “…behavior, we recommend that organizations adjust their hiring and promotion practices (Lubit 2002), hold leaders accountable to organizational fair-play rules (Ouimet 2010), foster self-awareness and humility in management (Argandona 2015), and monitor deviant behaviors (Grijalva and Harms 2014).”
Toot Your Own Horn? Leader Narcissism and the Effectiveness of Employee Self-Promotion (2018, background): “, Shechtman & Horowitz, 2006) and which has been proposed to apply also to narcissistic leaders by Grijalva and Harms (2014). Narcissistic leaders, in line with their sense of grandiosity, might not quickly perceive self-promoting employees who have less formal power than they have as a threat and m”
Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, background): “Building on the Grijalva and Harms (2014) argument that narcissism is a risk factor for the emergence of destructive leadership, as well as extant research that associated narcissism with a host of counterproductive work behaviors (Braun, Aydin, Frey, & Peus, 2015; Roberts & Robins, 2000), it is…”
The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda (2014, background): “While narcissism represents a personality disorder (Grijalva & Harms, 2014) underlying hubris cognitive bias, hubris is a joint effect of overconfidence and excessive pride that are “evoked by a specific trigger (power), and usually [remit] when power fades” (Owen & Davidson, 2009, p. 1397).”
Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda (2018, background): “Indeed, Grijalva and Harms (2014) lay out a host of potential moderators that may reveal the upside of narcissism.”