scholarly journals Narcissistic Leaders–Promise or Peril? The Patterns of Narcissistic Leaders’ Behaviors and Their Relation to Team Performance

2021 ◽  
Vol 12 ◽  
Author(s):  
Ellen A. Schmid ◽  
Kristin Knipfer ◽  
Claudia V. Peus
Keyword(s):  
Team Performance ◽  
Leadership Behaviors ◽  
Curvilinear Relationship ◽  
Destructive Leadership ◽  
Leadership Performance ◽  
Online Study ◽  
Source Studies ◽  
Scenario Technique ◽  
And Performance ◽  
Leadership Research

Leader narcissism has attracted substantial attention in leadership research and organizational practice. Yet, the exact relationship between leader narcissism and performance remains unclear. In this paper, we set out to illuminate the narcissism-leadership-performance puzzle. We build on research that points to a curvilinear relationship between leader narcissism and performance and open the black box behind this curvilinear relationship. Thereby, we take into consideration the context, in which narcissistic leaders act, and explore their leadership behaviors in a compelling context: entrepreneurial teams. In a quantitative study, we found that a moderate level of leader narcissism was associated with the best team performance as assessed by the quality of a business plan. In a qualitative follow-up interview study, we explored the patterns of leadership behaviors shown by narcissists to better understand how different behaviors combine into effective versus destructive leadership, shaping team performance eventually. Finally, in an experimental online study using the scenario technique, we investigated the relevance of these leadership patterns associated with different levels of narcissism across contexts. The results of our multi-method and multi-source studies suggest that the most promising avenue to understand the narcissism-leadership-performance puzzle is that it depends on the levels of narcissism and more specifically that it depends on the patterns of behaviors narcissistic leaders show—the context seems to play a less important role.

Effect of Cohesion on the Curvilinear Relationship Between Team Efficacy and Performance

2017 ◽  
Vol 48 (4) ◽  
pp. 455-481 ◽  
Author(s):  
Won-Woo Park ◽  
Mee Sook Kim ◽  
Stanley M. Gully
Keyword(s):  
Team Performance ◽  
Positive Relationship ◽  
Work Teams ◽  
Contextual Factor ◽  
Curvilinear Relationship ◽  
Team Efficacy ◽  
Nonlinear Relationships ◽  
Low Levels ◽  
And Performance ◽  
The Relationship

Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.

scholarly journals Buried Treasure: Contradictions in the Perception and Reality of Women's Leadership

2021 ◽  
Vol 12 ◽  
Author(s):  
Margaret M. Hopkins ◽  
Deborah Anne O'Neil ◽  
Diana Bilimoria ◽  
Alison Broadfoot
Keyword(s):  
Financial Services ◽  
Leadership Behaviors ◽  
Negative Relationship ◽  
Women's Leadership ◽  
Performance Assessments ◽  
Senior Leaders ◽  
Leadership Performance ◽  
Leadership Potential ◽  
And Performance ◽  
The Impact

The impact of gender on assessments of leadership performance and leadership potential was examined through two clusters of leadership behaviors, one set related to traditional constructions of leadership labeled directing others and another associated with contemporary constructions of leadership labeled engaging others. Based on data collected from a sample of 91 senior leaders in one US financial services organization over a 3-year period prior to Covid-19, the results showed a negative relationship between directing others behaviors and leadership potential ratings for females and a positive relationship between these variables for males. A negative relationship between engaging others behaviors and performance assessments was also found for females. This study highlights the continuing bias in leadership assessments of women and explores the contradictions between the perception and the reality of women's leadership.

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

scholarly journals Revisiting the Role of Worries in Explaining the Link Between Test Anxiety and Test Performance

2021 ◽  
Author(s):  
Frieder L. Schillinger ◽  
Jochen A. Mosbacher ◽  
Clemens Brunner ◽  
Stephan E. Vogel ◽  
Roland H. Grabner
Keyword(s):  
University Students ◽  
Standardized Tests ◽  
Test Anxiety ◽  
Test Performance ◽  
Inverse Relationship ◽  
Curvilinear Relationship ◽  
General Intelligence ◽  
Mathematical Competencies ◽  
And Performance

AbstractThe inverse relationship between test anxiety and test performance is commonly explained by test-anxious students’ tendency to worry about a test and the consequences of failing. However, other cognitive facets of test anxiety have been identified that could account for this link, including interference by test-irrelevant thoughts and lack of confidence. In this study, we compare different facets of test anxiety in predicting test performance. Seven hundred thirty university students filled out the German Test Anxiety Inventory after completing a battery of standardized tests assessing general intelligence and mathematical competencies. Multiple regressions revealed that interference and lack of confidence but not worry or arousal explained unique variance in students’ test performance. No evidence was found for a curvilinear relationship between arousal and performance. The present results call for revisiting the role of worries in explaining the test anxiety-performance link and can help educators to identify students who are especially at risk of underperforming on tests.

Leader–follower narcissism and subgroup formation in teams: a conceptual model

2019 ◽  
Vol 34 (6) ◽  
pp. 429-442 ◽  
Author(s):  
Manuel London
Keyword(s):  
Team Performance ◽  
Team Identification ◽  
Goal Congruence ◽  
Content Type ◽  
Team Outcomes ◽  
Performance Pressure ◽  
Proposed Model ◽  
Leaders And Followers ◽  
Trait Activation ◽  
And Performance

Purpose Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance. Design/methodology/approach The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories. Findings Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance. Practical implications Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers. Originality/value The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

Development of Team Coordination and Performance Measures in a Trauma Setting

2007 ◽  
Vol 51 (11) ◽  
pp. 717-721 ◽  
Author(s):  
Stuart Marshall ◽  
Anne Miller ◽  
Yan Xiao
Keyword(s):  
Team Performance ◽  
Decision Support Tool ◽  
Stage Model ◽  
Trauma Resuscitation ◽  
Team Coordination ◽  
Support Tool ◽  
University Of Maryland ◽  
Performance Metric ◽  
And Performance ◽  
The University

The paucity of reliable measures of team coordination and performance significantly obstructs the assessment of the effects of any technology on teams to improve decision making in health care. A pilot study was conducted to determine if measures of coordination and performance could be developed for teams involved in trauma resuscitation. A video assisted review of cases enabled evaluation of the use of the tools. Descriptors of coordination were derived from Klein's five-stage model of team coordination. A scoring system of team performance was developed from the University of Maryland Team Observable Performance Metric (UMTOP). After some modification both coordination and performance could be described. However, four defined stages of resuscitation were observed which greatly improved coding. More rigorous assessments of these tools will be required before firm conclusions can be drawn about the effects of a decision support tool recently introduced into the environment.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

scholarly journals The relation between conscientiousness, empowerment and performance

2007 ◽  
Vol 5 (2) ◽  
pp. 62 ◽  
Author(s):  
Riëtte Sutherland ◽  
Gideon P. De Bruin ◽  
Freddie Crous
Keyword(s):  
Information Technology ◽  
Job Performance ◽  
Customer Service ◽  
Employee Empowerment ◽  
Information Technology Professionals ◽  
Curvilinear Relationship ◽  
Social Desirability Scale ◽  
And Performance ◽  
The Relationship ◽  
Service Engineer

This study examined the relationship between conscientiousness, empowerment and job performance among information technology professionals. An Employee Empowerment Questionnaire (EEQ), a Conscientiousness Scale and a Social Desirability Scale were administered to 101 information technology customer service engineers. Managers completed a Performance Evaluation Questionnaire (PEQ) for each customer service engineer. The results indicated a significant relationship between conscientiousness and empowerment. A curvilinear relationship was found between empowerment and performance. The practical and theoretical implications of the findings are discussed.

Sign in / Sign up

Export Citation Format

Share Document