Narcissism is considered a generally undesirable trait in the workplace, but is this the whole story? In grandiose narcissism, two dimensions (narcissistic rivalry and narcissistic admiration) are recognized corresponding to self-protecting and self-enhancing regulatory processes separately. Applying the self-regulation theory and the conservation of resources theory, we investigated the distinct outcomes and influencing mechanisms of the two dimensions in an organizational context using multilevel structural equation modeling. Whereas previous literature has found narcissism to be mainly related to negative outcomes in (...) the workplace, our dimensional framework indicates that grandiose narcissism may have a Janus face—i.e., a dark side of unethical behaviors and a light side of prosocial behaviors. From a sample of 646 frontline employees in a Chinese call center, we found that while employee narcissistic rivalry was positively related to customer-directed sabotage through the mediation of emotional exhaustion, narcissistic admiration was positively related to organizational citizenship behavior toward customers (OCB-C) through the mediation of self-perceived status. In addition to the internal self-regulation of these two narcissism dimensions, political skill provides an external self-regulation that moderates the mediating effect of self-perceived status at the first stage—that is, the positive relationship between narcissistic admiration and self-perceived status is stronger when political skill is high rather than low. Our post hoc analyses further reveal that narcissistic rivalry is negatively related to OCB-C through the mediation of self-perceived status. Theoretical contributions and practical implications are discussed. (shrink)

This paper develops a conceptual model of PhD supervisors’ abuse and exploitation of their students and the outcomes of that abuse. Based on the literature about destructive leadership and the “dark side” of supervision, we theorize about why and how PhD student abuse and exploitation may occur. We offer a novel contribution to the literature by identifying the process through which PhD students experience supervisory abuse and exploitation, the various factors influencing this process, and its outcomes. The proposed model presents (...) the Dark Triad, perceptions of goal blockage, and perceptions of ethical culture as potential characteristics of the PhD supervisor and implies the mediation of the perceptions of power and politics in the relationship between the Dark Triad and student abuse and exploitation. Institutional policies and practices concerning doctoral students and their characteristics are proposed as moderators in such a relationship. Finally, the model suggests that student abuse and exploitation may hinder or even end students’ academic careers. The manuscript discusses the theoretical and practical contributions and managerial implications of the proposed model and recommends further exploration of the dark sides of academia. (shrink)

Machiavellianism is a popular construct in research on ethics and organizational behavior. This research has demonstrated that Machiavellianism predicts a host of counterproductive, deviant, and unethical behaviors. However, individuals high in Machiavellianism also adapt to their organizational surroundings, engaging in unethical behavior only in certain situations. Nevertheless, the utility of Machiavellianism has been questioned. Meta-analyses have demonstrated that psychopathy out-predicts Machiavellianism for most antisocial outcomes. Thus, many researchers assume Machiavellianism is a derivative and redundant construct. However, researchers examining the utility (...) of Machiavellianism may be asking the wrong question about how Machiavellianism is unique. In our review, we find it less informative to ask about what antisocial behaviors Machiavellianism predicts. Instead, we find it more informative to ask when Machiavellianism predicts antisocial behaviors. Drawing on Field Theory and Trait Activation Theory, we argue that Machiavellianism is a trait that is associated with person × environment interactions. Their adaptive nature is made possible through the presence of impulse control and environmental sensitivity to punishment, two characteristics that individuals high in psychopathy lack. Consequently, individuals high in Machiavellianism constrain their antisocial behavior to environments when the benefits outweigh the costs. Thus, environmental context, especially the risk of external punishment, moderates Machiavellian misbehavior more than it does for those high in psychopathy. These behavioral constraints align with Lewin’s argument that behavior is a function of the person, environment, and interaction between the two. From this discussion, we arrive at recommendations pertaining to the future of Machiavellianism research in organizational and other applied settings. (shrink)

Generally toxic employees are under performers, yet some get better salaries and excel at workplace, getting positioned at higher ranks. This research assesses the relationship between the dark triad (Narcissism, Machiavellianism, and Psychopathy) and perceived victimization with a focus on the mediating effect of abusive supervision and the moderating effect of mindfulness. The data were gathered in three waves. Both the structural equation model with partial least square and Process were used to analyze the data. The study findings suggest that (...) abusive supervision plays a mediating role in the association between the dark triad and perceived victimization. However, the results did not support the mediating role of abusive supervision in the association between narcissism and perceived victimization. Moreover, the findings suggest that mindfulness weakens the effect of abusive supervision on perceived victimization. Furthermore, our findings support the mediated-moderation model. Theoretical and practical implications of the results are also discussed. (shrink)

Manager stewardship behavior, defined as an ethical initiative whereby managers subjugate their personal interests to protect their organization’s long-term welfare, has been widely considered beneficial for organizations and subordinates. However, is manager stewardship behavior also viewed as good in the eyes of peers? This research examines peer reactions to manager stewardship behavior. Drawing on person perception theory, we expect that a peer may credit and support manager stewardship behavior or stigmatize and undermine it depending on his or her attributions (organizational (...) concern versus impression management). Study 1 (a vignette experiment: _n_ = 200) found that manager stewardship behavior is related to credit evaluation by a peer and subsequently increases peer support and decreases peer undermining when attributed to organizational concern motives; however, it is related to stigma evaluation by a peer and subsequently increases peer undermining and decreases peer support when attributed to impression management motives. Study 2 (_n_ = 221) replicated the results of Study 1 using a field survey design. These findings expand our understanding of the implications of stewardship behavior from a peer perspective and offer insight for managers into how to engage in stewardship behavior wisely. (shrink)