Abstract
In a time-lagged (three-wave) multisource survey of 102 leaders and 529 corresponding followers (i.e., subordinates who were all involved with a product-selling task), we examine dynamics associated with varying levels of narcissism in, both, leaders and their followers. We found leaders’ narcissism to be negatively associated with their followers’ self-reported sales-performance and objective sales performance (i.e., actual sales volume); and this relationship was stronger when high levels of narcissism characterize followers and their leader rather than only the leader. Also, we found this two-way interaction-effect to be mediated by followers’ perception of goal-congruence with their leader. Taken together, our findings increase understanding about when and how leader narcissism has the potential to harm followers’ performance. Implications for how to effectively manage narcissists (followers as well as leaders) in organizations are discussed.
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