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Narcissism and Empowerment: How Narcissism Influences the Trickle‐Down Effects of Organizational Empowerment Climate on Performance
Author(s) -
Han Joo Hun,
Liao Hui,
Kim Seongsu,
Han Jian
Publication year - 2020
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/joms.12533
Subject(s) - narcissism , empowerment , psychology , task (project management) , social psychology , public relations , political science , management , law , economics
The present study proposes a trickle‐down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders’ and members’ narcissism can respectively inhibit and enable the cross‐level empowerment process by affecting the intended distribution of decision‐making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders’ empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic. Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive.