How do leaders react when treated unfairly? Leader narcissism and self-interested behavior in response to unfair treatment

Haiyang Liu, Jack Ting-Ju Chiang*, Ryan Fehr, Minya Xu, Siting Wang

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

46 Citations (Scopus)

Abstract

In this article we employ a trait activation framework to examine how unfairness perceptions influence narcissistic leaders' self-interested behavior, and the downstream implications of these effects for employees' pro-social and voice behaviors. Specifically, we propose that narcissistic leaders are particularly likely to engage in self-interested behavior when they perceive that their organizations treat them unfairly, and that this self-interested behavior in turn decreases followers' pro-social behavior and voice. Data from a multisource, time-lagged survey of 211 team leaders and 1,205 subordinates provided support for the hypothesized model. Implications for theory and practice are discussed.

Original languageEnglish
Pages (from-to)1590-1599
Number of pages10
JournalJournal of Applied Psychology
Volume102
Issue number11
DOIs
Publication statusPublished - Nov 2017

Scopus Subject Areas

  • Applied Psychology

User-Defined Keywords

  • Narcissism
  • Pro-social behavior
  • Self-interested behavior
  • Unfairness
  • Voice

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