The long-term organizational impact of destructively narcissistic managers

By Roy Lubit. 2002

277 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7eab94c16b5522a2b2ce1e4d8fae4b875918f905

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In Clinical Psychology

Citations in the corpus

Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “Similarly, Lubit (2002) argued that subordinates of narcissistic leaders will experience less tension if a deferential, complimentary strategy is adopted.”
Social Cognitive Theory: The Antecedents and Effects of Ethical Climate Fit on Organizational Attitudes of Corporate Accounting Professionals—A Reflection of Client Narcissism and Fraud Attitude Risk (2014, background): “DNs are more prone to unethical behavior within an organizational setting (Kets de Vries and Miller 1985; Lubit 2002; Campbell et al. 2011) as these individuals believe they deserve more positive outcomes (Huseman”
Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership (2013, background): “…from past research that when leaders show what may be viewed as a lack of humility (taking all the credit for success, overestimating their contributions relative to others, not listening), followers disengage and lose their motivation to work hard under their leader (see Burke 2006, Lubit 2002).”
Dynamics of narcissistic leadership in organizations (2010, unknown): “However, the deceptive motivation initiated by the narcissistic leader is not supported by previous feasibility studies based on rational and factual arguments (Lubit, 2002).”
The ‘dark side’ of leadership personality and transformational leadership: An exploratory study (2008, background): “…2006; Furnham & Taylor, 2004; Goldman, 2006; Hogan & Hogan, 2001), with much of the literature suggesting narcissism (and more recently, psychopathy) being most implicated in leadership (e.g., Babiak & Hare, 2006; Conger, 1990; Conger & Kanungo, 1998; Lubit, 2002; Rosenthal & Pittinsky, 2006).”
Narcissistic CEOs and executive compensation (2014, methodology): “Narcissists lack true empathy and therefore can be exploitative, taking credit for others' accomplishments and shifting blame to others (Brunell et al., 2008; Lubit, 2002; Rauthmann, 2012).”
Accounting as a Facilitator of Extreme Narcissism (2010, background): “595), they also have a positive vitality, a secure sense of self-esteem that helps them cope with daily frustrations, and a capacity for introspection and empathy (Kets de Vries, 2004; Lubit, 2002).”
Executive Hubris: The Case of a Bank CEO (2013, background): “As Lubit (2002) notes, although constructive (healthy) and destructive (reactive) narcissism lead to outward self-confidence, they are very different phenomena.”
The Deliberate Engagement of Narcissistic CEOs in Earnings Management (2020, background): “More severely, narcissism within firms is unlikely to be—or may not ever be—mitigated by organizational rules or monitoring actions (Duchon and Drake 2009; Lubit 2002).”
In Pursuit of Greatness: CEO Narcissism, Entrepreneurial Orientation, and Firm Performance Variance (2013, unknown): “Adoration fosters an ‘invincibility complex’, which further increases the probability that a narcissistic CEO will lead their organization to engage in high-risk, high-return projects (Lubit, 2002).”
The Right People in the Wrong Places: The Paradox of Entrepreneurial Entry and Successful Opportunity Realization (2015, background): “The second part of this definition reflects the basic qualities of the narcissistic personality, where excessive self-admiration, arrogance, perceptions of entitlement, and hostility toward external criticism play central and defining roles (Emmons, 1987; Judge, LePine, & Rich, 2006; Lubit, 2002; Re”
Are Universities Creating Millennial Narcissistic Employees? An Empirical Examination of Narcissism in Business Students and Its Implications (2012, background): “Furthermore, as managers, narcissists are likely to build toxic, unproductive work environments (Lubit, 2002).”
Too arrogant for their own good? Why and when narcissists dismiss advice (2015, background): “Perhaps for this reason, some practitioners have reported that narcissists are poor listeners and disregard others' judgments, especially if they are in conflict with narcissists' own judgments (Lubit, 2002; Maccoby, 2000).”