Moderating Effects of Leader Narcissism on the Relationships Between Leader Political Skill and Follower LMX and Affective Commitment

Department

Business Administration

Document Type

Book Chapter

Publication Source

Emerging Trends in Global Organizational Science Phenomena: Critical Roles of Politics, Leadership, Stress, and Context

Publication Date

2021-06-11

First Page

293

Last Page

313

Abstract

Recent research identifies political skill and narcissism as leader characteristics of practical and scholarly interest. Studies to date, however, have examined these features in isolation, resulting in an incomplete picture hindering subsequent research. We address this gap by examining the leader political skill x narcissism interaction, and its implications for work outcomes including organizational commitment (OC) and leader-member exchange (LMX). Specifically, we explore whether political skill can be useful alone, or whether some motivation is necessary (e.g., narcissism) for its activation and influence on work outcomes. Accordingly, we also address whether narcissism can be a positive workplace trait when combined with political skill. We used a multi-wave, supervisor (narcissism and political skill) and subordinate (OC and LMX) matched pair data collection. Results indicate that the leader political skill x leader narcissism interaction was significant for organizational commitment and LMX. We also found support for the moderated mediation model, where narcissism influenced the mediated relationship between political skill and organizational commitment via LMX. We discuss contributions to theory and practice, limitations, and directions for future research.

Keywords

cultural environment, leader narcissism, leader-member exchange, motivation, organizational commitment, political behavior, political skill, political will, positive trait, theory and practice, work outcomes

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