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Dealing with the Full-of-Self-Boss: Interactive Effects of Supervisor Narcissism and Subordinate Resource Management Ability on Work Outcomes

Author

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  • B. Parker Ellen

    (Northeastern University)

  • Christian Kiewitz

    (University of Dayton)

  • Patrick Raymund James M. Garcia

    (Australian Catholic University)

  • Wayne A. Hochwarter

    (Australian Catholic University
    Florida State University)

Abstract

Extensive research has documented the harmful effects associated with working for a narcissistic supervisor. However, little effort has been made to investigate ways for victims to alleviate the burdens associated with exposure to such aversive persons. Building on the tenets of conservation of resources theory and the documented efficacy of functional assets to combat job-related stress, we hypothesized that subordinates’ resource management ability would buffer the detrimental impact of narcissistic supervisors on affective, cognitive, and behavioral work outcomes for subordinates. We found support for our hypotheses across three independent samples of US workers (N = 187; 199; 136). Specifically, higher levels of subordinate resource management ability attenuated the harmful effects of supervisor narcissism on employee-reported emotional exhaustion, job tension, depressed mood, task performance, and citizenship behavior. Conversely, these relationships further deteriorated for subordinates with lower levels of resource management ability. Overall, our research contributes to the literature that, although extensively documenting the harmful ramifications of narcissism in organizations, has neglected to investigate potentially mitigating factors.

Suggested Citation

  • B. Parker Ellen & Christian Kiewitz & Patrick Raymund James M. Garcia & Wayne A. Hochwarter, 2019. "Dealing with the Full-of-Self-Boss: Interactive Effects of Supervisor Narcissism and Subordinate Resource Management Ability on Work Outcomes," Journal of Business Ethics, Springer, vol. 157(3), pages 847-864, July.
    • Handle: RePEc:kap:jbuset:v:157:y:2019:i:3:d:10.1007_s10551-017-3666-4
    DOI: 10.1007/s10551-017-3666-4
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    References listed on IDEAS

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    Cited by:

    1. Alexander, Katherine C. & Mackey, Jeremy D. & Maher, Liam P. & McAllister, Charn P. & Ellen, B. Parker, 2024. "An implicit leadership theory examination of cultural values as moderators of the relationship between destructive leadership and followers’ task performance," International Business Review, Elsevier, vol. 33(3).
    2. Jeremy B. Bernerth, 2022. "Does the Narcissist (and Those Around Him/Her) Pay a Price for Being Narcissistic? An Empirical Study of Leaders’ Narcissism and Well-Being," Journal of Business Ethics, Springer, vol. 177(3), pages 533-546, May.

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