Narcissistic Leaders The Incredible Pros, the Inevitable Cons

By M. Maccoby. 2004

588 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a92d9b053a5514585c8b4175877ab835bfede235

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In Management Science and Operations Research

In Social Psychology

Citations in the corpus

Narcissistic Organizational Identification: Seeing Oneself As Central to the Organization's Identity (2015, unknown): “In line with other research looking at subclinical narcissism in contexts such as business leaders and society in general, we suggest that narcissism is fairly prevalent (Chatterjee & Hambrick, 2007; Emmons, 1987; Maccoby, 2004; Raskin & Terry, 1988) and may be common at the upper echelons of organi”
The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “Many authors argue narcissism is correlated with destructive leadership (Conger, 1990; Hogan et al., 1990; House & Howell, 1992; Maccoby, 2000; O'Connor et al., 1995; Rosenthal & Pittinskya, 2006; Sankowsky, 1995).”
Me, myself, and I: influence of CEO narcissism on firms’ innovation strategy and the likelihood of product-harm crises (2017, background): “, Morf and Rhodewalt 2001), perhaps driven, in part, by evidence that individuals in leadership positions, on average, have a moderate to high level of narcissism (Maccoby 2000; Owens et al. 2015).”
Adolescent Leadership Development (2009, background): “Narcissistic leaders exhibiting strong psychological health and high self-esteem were remarkably effective with their peer followers (Helland and Winston, 2005; Jensen and Luthans, 2006; Maccoby, 2003; Paunonen et al., 2006) and demonstrated elements of authentic leanings (Paunonen et al., 2006).”
Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships (2015, unknown): “To be clear, much existing research already focuses on narcissism’s role in leadership (Kets de Vries & Miller, 1985; Maccoby, 2000; Rosenthal & Pittinsky, 2006); but this research has not produced consensus concerning whether narcissistic leaders hinder or benefit their organizations.”
Should Entrepreneurially Oriented Firms Have Narcissistic CEOs? (2016, background): “An understanding of the potential candidates’ narcissistic traits is important, as prominent stories about successful, narcissistic CEOs during the last two decades, such as Steve Jobs from Apple—who is described as a productive narcissist by Maccoby (2004)—Jeff Bezos from Amazon, and Andy Grove fro”
The Deliberate Engagement of Narcissistic CEOs in Earnings Management (2020, background): “It may also be reasonable to select a highly narcissistic CEO, especially if a company needs a visionary leader to manage organizational change (Maccoby 2004).”
Status Differentiation and the Protean Self: A Social-Cognitive Model of Unethical Behavior in Organizations (2011, background): “Similarly, narcissists have a love of money due to their drive to gain power and sense of entitlement (e.g., Allio, 2007; Maccoby, 2000; Shulman et al., 1988).”
Components of CEO Transformational Leadership and Corporate Social Responsibility (2006, unknown): “In contrast, the personalized charismatic uses power for personal gain, is exploitative or manipulative of others, and narcissistic (Maccoby, 2004).”