Abstract
Purpose This study aims to explore the moderating impact of narcissism overload on the relation between founder CEO and entrepreneurial orientation (EO) in registered private schools of Pakistan. Design/methodology/approach Data were collected through a stratified random sampling method with the help of previously validated questionnaires. A sample of 121 replies was gathered for analysis. SPSS has been used to find the results. Findings Results depict that CEO narcissism moderates the relation between founder CEO and EO and does not moderate the relationship between and CEO ownership and EO. Originality/value Many studies focused on the founder personality characteristics (such as generalized self-efficacy or locus of control) are not directly observed, but rather inferred their effect indirectly. The study contributes to examine how the founder CEO variable interacts with CEO personality to influence EO. This study will propose a practical approach to investigate whether and how the narcissism constructs moderate the founder CEO–EO relationship. Direct association between stock ownership and EO will also be examined.
Highlights
Entrepreneurial behaviors and entrepreneurial conducts are very famous among the current organizational researchers (Lumpkin and Dess, 2001)
The purpose of this study is to investigate that how narcissism construct moderating effect between Chief Executive Officers (CEOs) and the entrepreneurial orientation (EO) in small firms i.e. registered private schools in different cities of Pakistan
As it has been established from that EO may give inconsistent results when tested in empirical studies and so is the case of narcissism (Wiklund and Shepherd, 2011)
Summary
Entrepreneurial behaviors and entrepreneurial conducts are very famous among the current organizational researchers (Lumpkin and Dess, 2001). We have little knowledge about the impact of these behaviors on entrepreneurial aspects which are very important for organizational success (Stam and Elfring, 2008). The role of a leader or a chief executive officer and its impact on employees’ behavior is an undeniable fact. It is very appealing to investigate how distinct leadership status and attitudes support the entrepreneurial orientation (EO) (Murad, 2014). The perspective of the current study is the relation between funder leader and EO and the moderating role of narcissism of a leader. It has been established that the founder CEO is a better protector of the original mission by which the organization was constructed as compared to agent CEO (Randøy et al, 2015)
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