Narcissistic Leadership and Emotional Exhaustion:
The mediating role of Abusive Supervision and the
moderating effect of Leader-Member Exchange
Jan Thomas Brouwer (10166084)
University of Amsterdam Faculty of Economics and Business
Master thesis of MSc Business Administration Track: Leadership & Management Supervisor: mw. prof. dr. D.N. den Hartog Second supervisor: mw. dr. A.H.B. de Hoogh
Statement of originality
This document is written by Student Jan Thomas Brouwer who declares to take full responsibility for the contents of this document. I declare that the text and the work presented in this document are original and that no sources other than those mentioned in the text and its references have been used in creating it. The Faculty of Economics and Business is responsible solely for the supervision of completion of the work, not for the contents.
Abstract
This study focuses on the mediating role of abusive supervision in the relationship between leader narcissism and emotional exhaustion. In addition to that, leader-member exchange (LMX) has been included as a moderator in the relationship between leader narcissism and abusive supervision. Results show that there is a positive relationship between leader narcissism and abusive supervision as well as a positive relationship between abusive supervision and emotional exhaustion. However, this study has not found a moderating effect of LMX in the relationship between leader narcissism and abusive supervision. The main goal of this study was to find evidence for a mediating effect in the relationship between leader narcissism and emotional exhaustion. Results show that abusive supervision indeed fully
Table of Contents
1. Introduction………..4
2. Literature review………..8
2.1 Leader Narcissism……….………....…..8
2.2 Abusive Supervision………..11
2.3 Leader Narcissism and Abusive Supervision………12
2.4 Leader-Member Exchange (LMX)………13
2.5 Leader Narcissism, LMX and Abusive Supervision……….15
2.6 Abusive Supervision and Emotional Exhaustion………..17
2.7 Leader Narcissism, Abusive Supervision and Emotional Exhaustion……...18
2.8 Research Model……….20 3. Method……….21 3.1 Sample………...21 3.2 Measurement of Variables……….23 3.3 Statistical Procedure………..25 4. Results……….26 4.1 Data Analysis……….26 4.2 Hypothesis testing………..27 5. Discussion………30
5.1 Theoretical and Practical Implications………...…………...30
5.2 Limitations and Future Research………...……....34
6. Conclusion………...36
7. References………...37
Appendix 1: Questionnaire Supervisor………45
1. Introduction
Narcissism is a topic that has fascinated mankind for centuries. Research that addresses narcissistic leaders has particularly begun to develop, and light has been shed on its implications. Researchers have come across an interesting trend within the narcissistic leadership field, which shows that narcissists are more likely to emerge as leaders (Brunell et al., 2008; Judge et al., 2006, Nevicka et al., 2011). This trend can be explained by narcissists’ capability of attracting groups of very dedicated followers through a combination of their attractive visions and charismatic personalities (Maccoby, 2000).
The fact that narcissists are likely to emerge as leaders can be explained by how narcissists are perceived. For example, research has found several associations between the characteristics of a prototypical leader and a narcissist (Judge et al., 2002; Paunonen et al., 2006). Characteristics such as dominance, high self-esteem and extraversion have been linked to prototypical leaders, but are also present in narcissistic leaders (Brunell et al., 2008; De Hoogh et al., 2015). Furthermore, individuals with higher levels of narcissism are perceived as more creative (Goncalo et al., 2010) and more stress-resistant in comparison with people with lower levels of narcissism (Wallace & Baumeister, 2002).
This study will focus on the ‘darker’ side of narcissism. Research has shown that narcissists are more aggressive and have a tendency to become hostile compared to people with lower levels of narcissism (Penney & Spector, 2002). Narcissists especially become aggressive when they are provoked and when they feel that their self-esteem is attacked (Baumeister et al., 1996, 2000). This can influence the relationship that narcissists have with their subordinates, as people with high levels of narcissism have been linked with high unstable levels of self-esteem. For example, research has shown that individuals with unstable high levels of self-esteem believe their self-esteem is under constant threat by others (Twenge & Cmapbell, 2003). Narcissists are also expected to adopt aggressive strategies to support their grandiose sense of self (Twenge & Campbell, 2003). This means that narcissistic leaders are more likely to engage in abusive supervisory behaviors and are inclined to willfully act in aggressive verbal and non-verbal ways (Tepper, 2007).
In turn, such abusive supervisory behaviors have negative consequences for subordinates. Research has shown that when subordinates perceive such mistreatment by their leader, subordinates also report higher levels of anxiety and distress (Tepper, 2000; Chi & Liang, 2013). Furthermore, abusive supervision is assumed to have an impact on the emotional resources of the subordinates, which can lead to a manifestation of emotional exhaustion (Wu & Hu, 2009). Based on these theoretical argumentations, this study will examine the relationship between abusive supervision and emotional exhaustion. Apart from the examination of that direct effect, the focus of this study will be the investigation of a potential mediation effect. Narcissists are assumed to engage in abusive behaviors due to their arrogance, need of admiration and their exploitative nature. These abusive behaviors have shown to have serious consequences for employees. Research has shown that such abusive behaviors can
have negative implications for the health of the subordinate. Wheeler et al. (2013) have already found that abusive supervision is related to next day exhaustion. Therefore, the focus of this research is to examine the mediating role of abusive supervision in the positive relationship between leader narcissism and emotional exhaustion.
In addition to that, this study will look at a possible moderating effect in the relationship between leader narcissism and abusive supervision. Research has been inconsistent when it comes to the relationships between narcissistic leaders and their subordinates. On one hand, it is assumed that narcissists are incapable of creating the conditions necessary for a high quality leader-member exchange (LMX) (Schyns, 2015). On the other, narcissistic leaders are considered to be charismatic and capable of attracting devoted followers (Maccoby, 2000). These devoted followers will fulfill the narcissistic leader’s demand for admiration and acknowledgement and thus create a high quality LMX. Whether the leader and subordinate have established a low quality or high quality LMX can influence the relationship between leader narcissism and abusive supervision. Harris et al., (2011) have shown that leaders express more abusive behaviors to subordinates with whom they have a low LMX. Therefore, this study will also examine the moderating role of LMX in the positive relationship between leader narcissism and abusive supervision.
is the moderating role of LMX in the relationship between leader narcissism and abusive supervision?’ In order to answer these research questions, this study is divided into the following sections. First of all, a literature review will provide a detailed theoretical background, followed by the data and method sections. Once the data process has been made clear, a results section will follow. Subsequently, the theoretical and practical implications of the results will be given in the discussion section, together with this study’s limitations and recommendations for future research. Finally, a conclusion of the findings will be provided.
2. Literature Review
This literature review focuses on key findings in current academic literature that address leader narcissism, abuse supervision, emotional exhaustion and leader-member exchange. First of all, each concept is discussed and provided with a clear definition. Following that, the relationships among the concepts are presented with their theoretical implications. Finally, the hypotheses, which are derived from the discussed academic literature, are presented with the research model.
2.1 Leader Narcissism
In order to comprehend the concept of narcissism in a leadership study setting, a brief overview of the concept’s origins and development in the psychological research field should be given. The term narcissism is derived from a Greek mythological story about a young man named Narcissus. In the story he falls in love with the person who is looking back at him from under the water. Of course, the person looking back at him was simply a reflection of himself. This story touches upon the roots of narcissism: love for oneself. Havelock Ellis (1898) was the first individual to introduce the term narcissism. According to Ellis, narcissism can be described as the process of losing oneself in perverse self-admiration, also referred to as autoeroticism. Freud elaborated on this view by recognizing a specific narcissistic personality type
categorized as a personality disorder by the American Psychiatry Association (DSM-IV; American Psychiatric Association, 2000).
Narcissism as a personality dimension is derived from the clinical criteria of narcissism, but can be applied to a normal population (Campbell et al., 2011; De Hoogh et al., 2015, Raskin & Hall, 1981). Narcissists have a grandiose view of themselves, in combination with a preoccupation of limitless success and power (Campbell, Goodie & Foster, 2004; De Hoogh, Den Hartog & Nevicka, 2015; Emmonson, 1984; Morf & Rhodewalt, 2001; Rosenthal & Pittinsky, 2006). Narcissistic individuals believe they should be associated with those of a high status. This requires that they receive an excessive amount of admiration (DSM-IV; American Psychiatric Association, 2000), as they view themselves as unique and intelligent individuals (Judge et al., 2006). Furthermore, narcissists have a sense of entitlement in combination with an interpersonally exploitative nature and a lack of empathy (DSM-IV; American Psychiatric Association, 2000).
However, it should be noted that some of these features can be beneficial from a leadership point of view. Maccoby (2000) stated that narcissistic leaders come closest to a general idea of great leadership. According to the author, this is due to the fact that people view a great leader as an individual who ‘has a vision’ (Maccoby, 2000, p: 4). Because narcissistic leaders understand this vision concept quite well, and because they are charismatic speakers, they have the ability to attract followers with their alluring visions (Maccoby, 2000). Besides such visions, narcissistic leaders are also associated with prototypical leadership (De Hoogh, Den Hartog & Nevicka, 2015; Smith & Foti, 1998). This is due to the overlap between the traits in both a narcissistic leader and a prototypical leader. These traits, such as dominance (Brunell et al., 2008); self-focus (Morf & Rhodewalt, 2001); self-esteem (Emmons, 1984); and
extraversion are associated with a prototypical leader and are also present in narcissistic leaders (De Hoogh et al., 2015, Judge et al., 2002, Paunonen et al., 2006). Furthermore, research has shown that narcissistic leaders are more likely to emerge as leaders in groups where no leader has been appointed (Brunell et al., 2008; Judge et al., 2006, Nevicka et al., 2011).
However, that there is an association between narcissism and leader emergence does not mean that narcissists are effective leaders. Research has shown that there are both positive and negative implications concerning the outcomes of narcissistic leadership. For example, narcissists tend to work better under certain amounts of pressure compared to individuals who are less narcissistic (Wallance & Baumeister, 2002). Furthermore, people perceive narcissists as more creative (Goncalo et al., 2010), and more effective within a group setting (Nevicka et al., 2011). However, the study conducted by Nevicka et al. (2011) showed that, even though narcissists were perceived as performing more effectively, narcissistic leaders inhibited information sharing and therefore lowered overall group performance. Additionally, narcissistic traits, such as sensitivity to criticism and an unwillingness to listen (Maccoby 2004), have a negative impact on long-term performance (Campbell et al., 2005; Grijlva & Harms, 2014). Furthermore, research shows that narcissistic leaders tend to engage in more aggressive and hostile behaviors (Penney & Spector,
2.2 Abusive Supervision
Abusive supervision is a concept that relates to the degree to which supervisors (from the subordinate’s point of view) engage in aggressive verbal and nonverbal behavior, excluding physical contact (Tepper, 2000). This explanation of abusive supervision encompasses some important features. First of all, abusive supervision is based on the subordinate’s subjective perception of the supervisor (Tepper, 2007). This implies that there could be factors that influence these perceptions, e.g. the ethnicity of the supervisor. Second, this definition of abusive supervision is based on sustained aggressive verbal and nonverbal behavior. This means that a supervisor is only considered abusive if he/she engages in structural and long-term aggressive verbal and nonverbal behavior (Tepper, 2007). Therefore, a supervisor who happens to be in a foul mood and, thus, behaves badly to his/her employees would not necessarily be considered abusive, unless this behavior is sustained. Finally, this explanation of abusive supervision assumes that a supervisor engages in aggressive verbal and nonverbal behavior willfully and for a particular reason. Thus, he or she would be fully aware of the negative impact on the subordinate (Tepper, 2000).
Empirical research has shown that abusive supervision has several detrimental outcomes for subordinates, such as lower levels of job satisfaction (Schat et al., 2006; Tepper et al., 2004). Apart from that, a study conducted by Ashforth (1997) showed that subordinates reported higher levels of stress, frustration, work alienation and lower levels of work performance, leader endorsement and self-esteem when they were exposed to an abusive supervisor. Research has also shown that abusive supervision could have negative implications for the subordinate’s health and wellbeing (Burtler & Hoobler, 2006). For example, Wheeler et al. (2013) found a significant relationship between abusive supervision and next day exhaustion. It is
also expected that leader narcissism and abusive supervision have a positive relationship. The argumentation for this relationship is explained in the following part.
2.3 Leader Narcissism and Abusive Supervision
Narcissists have an inflated view of themselves and believe that they are superior to others (Emmons, 1987; Baumeister & Vohs, 2001). Although research has shown that individuals with higher levels of narcissism are more aggressive and tend to be more hostile (Penney & Spector, 2002), it should be noted that most studies have shown that narcissists especially become aggressive once they are provoked (Baumeister et al., 2000). Narcissists feel especially provoked in situations where their self-esteem is under attack (Baumeister et al., 1996). The reasoning is that individuals with high levels of narcissism tend to have high unstable levels of self-esteem and are therefore more inclined to react to threats made on their sense of self (Twenge & Campbell, 2003).
As individuals with higher levels of narcissism believe they are superior, there are more possible threats to their self-esteem in comparison to people with lower levels of narcissism (Baumeister et al., 1996). For example, research has shown that individuals that have unstable levels of high self-esteem persistently feel that their
In line with these findings, research has also shown that people with higher levels of narcissism tend to hold other people accountable for their lack of success. In order to support their grandiose sense of self, narcissists are likely to adopt an aggressive strategy in order to gain more respect from others (Burton & Hoobler, 2011; Twenge & Campbell, 2003). Moreover, research shows that narcissists seek ways in which they can dominate others (Carroll, 1987) and that subordinates perceive their supervisor as more abusive when he/she engages in dominant, aggressive and hostile behavior (Aryee et al., 2007; Kiazad et al., 2010; Penney & Spector, 2002; Tepper, 2000). Based on these arguments, it is proposed in this study that narcissistic leaders are more likely to practice an abusive supervisory leadership style towards their subordinates. This reasoning leads to the following hypothesis:
Hypothesis 1: There is a positive relationship between leader narcissism and abusive supervision.
This study also expects that the positive relationship between leader narcissism and abusive supervision will be moderated by LMX. The argumentation for this moderating effect will start by explaining the LMX concept and by touching upon its key findings.
2.4 Leader-member exchange theory
The leader-member exchange theory (LMX) addresses the social interaction between a subordinate and the leader. The theory assumes that the leader establishes a different relationship with each follower (Liden et al., 1993), and that the qualities of such relationships depend on the attitudes and behaviors of both the subordinate and leader
(Van Breukelen, 2006). The leader-member exchange theory is based on three dimensions: mutual trust, respect and obligation. Higher levels of mutual trust, respect and obligation characterize a high LMX, whereas lower levels of mutual trust, respect and obligation characterize a low LMX (Graen & Uhl-Bien, 1995; Fairhurst 1993).
A subordinate who engages in a high leader-member exchange is also referred to as a member of the leader’s ‘in-group’, and a member that is part of a low leader-member exchange is referred to as a leader-member of the leader’s ‘out-group’ (Engle & Lord, 1997; (Liden et al., 1993). To be part of the leader’s in-group or the leader’s out-group have various implications. Research has shown that subordinates who are engaged in a high quality LMX with the leader receive more help and consideration from their leaders. Moreover, leaders also tend to listen more to their in-group members and offer more advice (Goodwin et al., 2008; Lin, 2001). Furthermore, research has shown that a high LMX with important leaders has an impact on the perceived reputational power of the subordinate within the organization (Sparrow & Liden, 2005). Subordinates in a high quality relationship with their leader report higher levels of contribution and show more commitment to their leaders in comparison with subordinates with a low quality relationship (Sparrowe & Liden, 2005). Next to that, a high quality relationship between a subordinate and a leader is cohesive, as it based on mutual dependence and a substantial exchange of resources.
their leader (Graen et al., 1982; Sparrow & Liden, 2005). Since the quality of an LMX has an impact on various relationships, this study expects that LMX can also influence the relationship between leader narcissism and abusive supervision. The argumentation for this moderating effect will be discussed in the next part.
2.5 Leader narcissism, LMX and Abusive supervision
Taken into account the fact that narcissists have an exploitative nature and that they have a grandiose view of themselves (DSM-IV; American Psychiatric Association, 2000), it is assumed that this will influence the relationship between the subordinate and the leader. According to the research, leaders with high levels of narcissism will face difficulties in maintaining long-term relationships with subordinates (Grijalva & Harms, 2014). Furthermore, it is assumed that narcissistic leaders are not able to create positive conditions under which a high-quality LMX is possible. This is due to the fact that a narcissistic leader refuses to acknowledge the importance of a high-quality LMX relationship and therefore will avoid establishing this dynamic (Schyns, 2015). Moreover, research has shown that narcissists are likely to adopt aggressive strategies in order to gain more respect from others (Burton & Hoobler, 2011; Twenge & Campbell, 2003).
However, research has also touched upon a more positive side of the relationship between a narcissistic leader and a subordinate. Narcissistic leaders have also been viewed as charismatic and inspiring leaders (Maccoby, 2000, 2004). Through a combination of their attractive visions and charisma, narcissistic leaders are capable of attracting devoted followers. These devoted followers fulfill the needs of their narcissistic leaders, such as their demand for admiration and a boost to their confidence (Maccoby, 2000). In this regard, the followers do not pose a threat to the
narcissistic leader and, under such conditions, it could be possible to maintain a high-quality LMX between the leader and subordinate.
Research has also shown that leaders are more abusive to subordinates with whom they have a low-quality LMX (Harris et al., 2011). Tepper et al. (2011) found that leaders tend to engage in abusive behavior with subordinates if the leader believes that the subordinate differs from him/her in deeply held values and attitudes. This is in accordance with the Grijalva & Harms (2014) finding that characteristics, such as deeply held values and attitudes, can influence the quality of the LMX.
Based on the academic arguments that present how a difference of quality in LMX can influence outcomes, such as being more abusive to subordinates with a low-quality LMX (Harris et al., 2011), it is assumed that LMX moderates the relationship between leader narcissism and abusive supervision. The assumption that narcissists are unable to create positive conditions under which a high-quality LMX is possible (Schyns, 2015) will be retested, as this study assumes that a high-quality LMX can weaken the positive relationship between leader narcissism and abusive supervision. Moreover, the recommendation of Grijalva & Harms (2015) to further research the leader-member exchange that develops between narcissistic leaders and their subordinates will be conducted. Therefore, the following hypothesis is formulated:
emotional exhaustion. The argumentation for this mediating effect will start by touching upon the concept of emotional exhaustion and the relationship between abusive supervision and emotional exhaustion.
2.6 Abusive Supervision and Emotional Exhaustion
Emotional exhaustion is considered one of the three aspects of burnout, together with depersonalization and diminished personal accomplishment (Maslach & Jackson, 1981; Wright & Cropanzano, 1998). Emotional exhaustion is considered the main component of burnout, and is therefore studied more extensively compared to the two other aspects (Maslach, Schaufeli & Leiter, 2001). The concept of emotional exhaustion refers to being emotionally overextended and exhausted by one’s work through a manifestation of physical fatigue and a sense of feeling emotionally and psychologically ‘drained’ (Wright & Cropanzano, 1998, p: 486).
The conservation of resources (COR) theory provides an explanation for manifestations that can lead to emotional exhaustion. According to the COR theory, subordinates can become emotionally exhausted when there is an actual loss of resources, a potential threat of resource loss, or during situations in which the individual’s resources cannot meet the demands of work (Hobfoll, 1988; Wright & Cropanzano, 1998). Examples of such resources include level of autonomy, emotional resources and job enhancement opportunities. The demands of work refer to role ambiguity, role conflict and the level of workload (Wright & Cropanzano, 1998). In a situation where individuals have the feeling they do not have enough emotional resources to meet the demands of work, emotional exhaustion can occur (Hobfoll, 1989; Wright & Cropanzano, 1998).
Abusive supervision is assumed to consume a large amount of the emotional resources of the employee, as feelings of mistreatment and abuse by the leader are a great interpersonal stressor (Wu & Hu, 2009). According to previous research, subordinates’ perceptions of mistreatment are associated with higher levels of anxiety, emotional exhaustion and depression (Chi & Liang, 2013; Richman et al., 1992). Tepper (2000) showed that when subordinates report higher levels of abusive supervision, they also report higher levels of anxiety and distress. Furthermore, it has been shown that subordinates experience feelings of helplessness and frustration once they have been exposed to an abusive supervisor (Ashforth, 1997). Thus, the following hypothesis is proposed:
Hypothesis 3: There is a positive relationship between abusive supervision and emotional exhaustion.
In addition to a positive relationship between abusive supervision and emotion exhaustion, this study expects that abusive supervision will mediate the relationship between leader narcissism and emotional exhaustion. The following part will briefly summarize the core arguments that lead to that hypothesis.
strategies and behaviors in their relationship with their supervisor report higher levels of anxiety and distress (Tepper, 2000; Wu & Hu, 2009). Moreover, subordinates’ perceptions of such forms of mistreatment are associated with emotional exhaustion and depression (Chi & Liang, 2013; Richman et al., 1992). These findings imply an association between leader narcissism and emotional exhaustion.
As narcissists have an exploitative nature and are inclined to engage in aggressive and hostile behaviors, which can result in higher levels of perceived anxiety and distress, this study assumes that there is a possible mediating effect in the relationship between narcissistic leadership and emotional exhaustion. It is expected that narcissistic leaders are more likely to engage in abusive supervisory behaviors, which in turn explains the perceived emotional exhaustion among the subordinates of narcissistic leaders. Therefore, it is assumed that abusive supervision will mediate the relationship between narcissistic leadership and emotional exhaustion. This study aims to understand the mediating role of abusive supervision in the relationship between narcissistic leadership and emotional exhaustion, and thus the following hypothesis is presented:
Hypothesis 4: The positive relationship between leader narcissism and emotional exhaustion is mediated by abusive supervision.
2.8 Research model
In the literature review, four hypotheses have been presented. The first hypothesis assumes a direct and positive relationship between leader narcissism and abusive supervision. The second hypothesis predicts a direct and positive relationship between abusive supervision and emotional exhaustion. The third hypothesis predicts a negative moderating effect of LMX in the positive relationship between leader narcissism and abusive supervision. Finally, the fourth and main hypothesis expects a mediating effect of abusive supervision in the relationship between leader narcissism and emotional exhaustion. Based on these hypotheses, the following figure is presented (figure 1):
3. Data and method
This section addresses the empirical part of this study. The process of data collection is discussed followed by the measurement of variables. Finally, the statistical procedure is explained and remarks are provided.
3.1 Sample
Together with four other students from the University of Amsterdam, the data was collected for this cross-sectional study. Data was collected in a dyadic form in order to comprehend the relationship between a leader and his/her subordinate and combine views from both sides. The participants of this study are predominantly active in the Dutch workforce. However, it should be noted that one student is from German descent, and therefore some individuals who are working in Germany have also been included in this study. The participants were selected from our own network of contacts and, therefore, this study is based on a convenience sampling method. Reasons for this method include the limited time during the data collection period and its cost-effectiveness. The data collection process was initiated at the beginning of March and continued until the end of April.
As we made use of a dyadic data collection form, both the subordinate and the leader were required to complete the online or paper questionnaire. If they failed to do so, a dyadic pair could not be created and not submitted into the dataset. Therefore, the whole dyadic pair was not included. For this study, 450 people were invited to participate in this research. From the 450 invited people, a total of 258 people filled in the questionnaire, which leads to a response rate of 57.3%. However, some leaders or subordinates did not fill in the questionnaire, which resulted in an incomplete dyad. After removing these incomplete dyads, a total of 123 dyads remained. From those
123 dyads, 49.6% used the online version, and 50.4% used the paper-and-pencil version.
As far as the demographics of these leaders and subordinates, from the 123 leaders who completed the questionnaire, 52.1% was male and 47.9% was female. This is different from the 123 subordinates that filled in the survey; 40.3% reported to be male and 59.7% reported to be female. The ages of the leader participants (18-24 = 13.2%, 25-34 = 35.5%, 35-44 = 21.5%, 45-54 = 22.3%, 55-64 = 7.4%) and the subordinates (18-24 = 39%, 25-34 = 42.3%, 35-44 = 10.6%, 45-54 = 4.1%, 55-64 = 4.1%) were collected in the form of age boxes. A majority of both the subordinates (HBO = 33.9%, WO = 18.6%) and leaders (HBO = 44.1%, WO = 13.6%) attended a form of higher education. Moreover, 22.9% of the leaders and 31.4% of the subordinates attended intermediate vocational education. Only 5.1% of the leaders and 7.6% of the subordinates reported high school as their highest level of education. Contact between the leader and subordinate was also measured. It was most frequently reported on a daily basis (Daily = 61.2%), followed by contact on a weekly basis (Weekly = 38%) and on a monthly basis (Monthly = .8%). Furthermore, it can be noted that job tenure varied greatly between the subordinates (Mtenure = 8.5, SDtenure = 6.3) and the leaders (Mtenure = 4.4, SDtenure = 4.8).
3.2 Measurement of Variables Translation Procedure
All included items in this study were derived from English studies. As this research was predominantly conducted in the Netherlands, these items had to be translated into Dutch in order to obtain a sufficient response rate. Because there are also non-Dutch workers in the Netherlands, a Dutch and an English version were produced. Two professors from the University of Amsterdam checked both questionnaires to ensure that both measured equally.
Leader Narcissism
The degree of narcissism in leaders was measured with the Narcissistic Rivalry and Admiration Questionnaire (NARQ; Back et al., 2013). The questionnaire consists of 18 items that were scaled on a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree). Examples are: ‘I deserve to be seen as a great personality’ and ‘Being a very special person gives me a lot of strength’. The Cronbach’s α of this scale is .89.
Abusive Supervision
Abusive supervision as a mediator in the relationship between leader narcissism and emotional exhaustion is the focus of this study, and was measured in subordinates with the scale of Tepper (2000). This scale reported a Cronbach’s α of .93 and consisted of 5 items. A 7-point Likert scale that ranges from 1 (strongly disagree) to 7 (strongly agree) was used. An example of an item is: ‘My supervisor tells me my thoughts or feelings are stupid’.
Emotional Exhaustion
The degree of emotional exhaustion in the subordinates was measured with the emotional exhaustion dimension of the Maslach Burnout Inventory (Maslach & Jackson, 1986). This scale reported a Cronbach’s α of .90. The scale consisted of 5 items that could be rated on a 7-point Likert scale, ranging from 1 (strongly disagree) to 7 (strongly agree). Examples of this scale’s items are: ‘I feel burned out from my work’ and ‘I feel tired when I wake up in the morning and know that I have to face a new work day’.
Leader-Member Exchange
In order to measure LMX, the scale of Liden et al. (1993) was used. This scale consists of 11 items. A 7-point Likert scale that ranges from 1 (strongly disagree) to 7 (strongly agree) was used. The Cronbach’s α of this scale is .91. An example of an item from this scale is: ‘My supervisor understands my problems and needs’.
Demographic Variables
The control variables for the leaders were age, gender, level of education, tenure, years of being a leader of the subordinate and the frequency of contact between leader and subordinate. Age, gender, level of education, tenure were also control variables
3.3 Statistical Procedure
In order to test the hypotheses of this study, the raw data was analyzed. First of all, it should be mentioned that no items had to be recoded in this study. Secondly, the missing values should be addressed. This study used a pairwise deletion of missing values, as the total number of dyads would have greatly decreased in case of a listwise deletion of missing values. After running a frequencies table, the data showed that one respondent had a missing value in the LMX scale. In addition to that, three respondents had one missing value in the NARQ scale, and one respondent did not fill in the complete emotional exhaustion scale. As it is expected that these missing values will not have a significant influence on the average, these respondents’ data was still used. Following that, the reliability was computed for all the scales by using Cronbach’s α. All the scales were tested as reliable and, therefore, the scale means were computed together with the standard deviations. Finally, a correlation matrix was created in order to view the data before testing the hypotheses.
Furthermore, this data was checked for normality and multicollinearity. Based on the Kolmogorov-Smirnow (KS) test, kurtosis and skewness, normality of all scales cannot be assumed. Only the NARQ-scale has a bell-shape form in the histogram. The relatively small sample size of this study can be an explanation for the non-normal distribution of the scales. Furthermore, the data was checked for multicollinearity. The output shows that the variables report a VIF lower than 10, and a tolerance that is greater than 0.1. Therefore, there is no exact linear relationship between any of the independent variables.
4. Results
In this section, a correlation matrix is presented and its findings are discussed. Subsequently, the direct effects between leader narcissism and abusive supervision and between abusive supervision and emotional exhaustion are given. Following that, the moderating effect of LMX on the relationship between leader narcissism and abusive supervision is discussed. Finally, the mediating effect of abusive supervision on the relationship between narcissistic leadership and emotional exhaustion is considered.
4.1 Data Analysis
In table 1, the means, standard deviations and correlations of the included variables in this study are displayed. In addition, the table also displays the Cronbach’s alphas between parentheses. It can be noted that Narcissism, Abusive Supervision, Emotional Exhaustion and LMX have a Cronbach’s alpha >.80, which indicates a good internal consistency. Furthermore, contact is included as a covariant in this study. It is assumed that frequency of contact has an influence on LMX (Antonakis & Atwater, 2002), and therefore an influence on the relationship between leader narcissism and abusive supervision that is moderated by LMX.
Abusive Supervision and Emotional exhaustion (r = .36, p < .01). The table also shows that contact does not correlate significantly with any of the variables.
4.2 Hypothesis testing
In order to test this study’s hypotheses, the Process macro program made by Preacher and Hayes (2014) was used. In this statistics program it is possible to compute the direct effects, mediation effects and moderating effects.
Hypothesis 1 predicts that there is a positive relationship between narcissism and abusive supervision. The results support this hypothesis as indeed they show a significant positive relationship between narcissistic leadership and abusive supervision (β = .47, p = < .01) (see table 2).
Hypothesis 2 concerns the moderating effect of LMX. Hypothesis 2 predicts that the positive relationship between leader narcissism and abusive supervision is moderated by LMX, so that this relationship is weaker for higher levels of LMX. This Table 1
Means, Standard Deviations, Correlations
Variables M SD 1 2 3 4 5 1. Contact 1.40 .51 2. Narcissism 3.46 .83 -.030 (.89) 3. Abusive Supervision 1.90 1.05 -.11 .40** (.93) 4. Emotional Exhaustion 3.19 1.27 -.14 .18* .36** (.90) 5. LMX 5.55 .87 .070 -.22* -.38** -.40** (.919) * p < .05 level (2-tailed). ** p < .01 level (2-tailed).
compatible. Before conducting this test, the predictors were mean-centered. The results of this moderation test show that there is no moderating effect of LMX on the relationship between leader narcissism and emotional exhaustion (β = -.16, p = > .05). This means that LMX does not moderate the relationship between leader narcissism and emotional exhaustion. Hypothesis 2 is therefore rejected.
Table 2
Regression results of abusive supervision as a mediator of the relationship between narcissism and emotional exhaustion
Consequent
M (ABU) Y (EXH)
Antecedent Beta SE p Beta SE p X (NARQ) a .474 .109 <. 01** c’ .087 .144 .548 Cov (CON) -.190 .174 .276 -.254 .215 .239 M (ABU) - - - b .420 .114 < .01** Constant i1 .523 .458 .255 i2 2.441 .565 < .01** R2 = .148 R2 = .371 F(2,117) = 10.156, p < .01 F(3,116) = 6.934, p < .01 Note: N = 120.
supervision and emotional exhaustion (β = .42, p = < .01). Based on these results, there is support for hypothesis 3.
Hypothesis 4 predicts that the positive relationship between leader narcissism and emotional exhaustion is mediated by abusive supervision. In order to test this hypothesis, the Process program was used. The results indicate that there is a significant indirect effect (.20) of leader narcissism on emotional exhaustion through abusive supervision. A 95% BC bootstrap confidence interval that is entirely above zero (0.0765 to 0.3712) indicates that this indirect effect is statistically different from zero. Consequently, the results support hypothesis 4.
Furthermore, it is interesting to consider the mediator’s effect size and the explanation of whether this mediation effect partially or fully mediates the relationship between leader narcissism and emotional exhaustion. The data that was derived from Process have computed the mediation effect size at 69.66%, which can be interpreted as a large effect. In addition, the data also show that the relationship between leader narcissism and emotional exhaustion is fully mediated by abusive supervision.
The argumentation for a full mediation is based, firstly, on the fact that the relationship between leader narcissism and emotional exhaustion reported a direct effect that is insignificant (c’ = .0867, BCa95 = [-.199, .372]. However, the data shows
that the total effect of leader narcissism on emotional exhaustion is significant, as this effect is statistically different from zero (c = 0.29, BCa95 = [.007, .564]. Because a
significant total effect was observed, and this effect disappeared with the inclusion of the abusive supervision mediator, it can be concluded that the effect of leader narcissism on emotional exhaustion is completely mediated by abusive supervision.
5. Discussion
In this section, the most important findings are discussed together with the theoretical and practical implication of this study. In addition, the limitations and recommendations for future research are provided.
5.1 Theoretical and Practical Implications
Research that investigates narcissism and its relationship with leadership has expanded rapidly recently. Grijalva et al. (2015) noted that there is still no consensus about the relationship between narcissism and leadership. Therefore there is still much research needed in this field. This study attempts to contribute to the extension of knowledge of this topic by examining the mediating role of abusive supervision in the relationship between leader narcissism and emotional exhaustion. Leaders can have an impact on the emotional resources of employees in specific ways, for example by exposing subordinates to abusive supervisory behaviors (Wu & Hu, 2009). Despite that, studies have not yet investigated the mediating role of abusive supervision in the relationship between leader narcissism and emotional exhaustion or taken LMX into account in the relationship between leader narcissism and abusive supervision.
This study predicted that the relationship between leader narcissism and abusive supervision would be positive. The results show that his relationship is indeed
The current study also predicted that the relationship between abusive supervision and emotional exhaustion would be positive. The results show support for this hypothesis, as the relationship between abusive supervision and emotional exhaustion is significant. This result demonstrates that when a subordinate perceives that he or she is exposed to an abusive supervisor, the subordinate also reported a higher degree of emotional exhaustion. This is in line with previous research; Tepper (2000) reported that higher perceptions of abusive supervision by subordinates are associated with higher levels of anxiety and distress. Therefore, this finding strengthens other studies that have drawn the same conclusions concerning the relationship between abusive supervision and emotional exhaustion.
The primary aim of this study was to examine the mediating role of abusive supervision in the relationship between leader narcissism and emotional exhaustion. Based on the results, it can be concluded that abusive supervision fully mediates the relationship between leader narcissism and emotional exhaustion. This implies that leaders with high levels of narcissism are perceived as more abusive among subordinates. Higher perceptions of abuse among the subordinates are in turn associated with a higher degree of experienced emotional exhaustion among the subordinates.
Furthermore, this study also examined the potential moderating role of LMX in the relationship between leader narcissism and emotional exhaustion. It was expected that LMX would moderate the positive relationship between leader narcissism and abusive supervision in such a way that higher levels of LMX would weaken the positive relationship between leader narcissism and emotional exhaustion. Based on the results, it can be concluded that LMX did not moderate the relationship between leader narcissism and abusive supervision. A possible explanation for this
could be that the narcissistic leaders do not acknowledge the importance of a high-quality LMX and therefore avoid actively seeking high high-quality LMX (Schyns, 2015).
This study has expanded knowledge of the narcissistic leadership field by, firstly, finding a positive relationship between leader narcissism and abusive supervision and, secondly, by providing further evidence for a positive relationship between abusive supervision and emotional exhaustion. The main contribution to the leadership field is by finding a mediating effect of abusive supervision in the relationship between leader narcissism and emotional exhaustion. A reason for this can be that narcissistic leaders are more aggressive by nature and are, therefore, more likely to engage in abusive supervisory behaviors that subsequently affect the degree of emotional exhaustion among the subordinates.
In practice, this has important implications for both employees and the organization as a whole. As it is a fact that narcissists are emerging leaders (Maccoby, 2000), it is important to understand what possible consequences this has for employees. This research has shown that narcissists are more likely to engage in a more abusive relationship with their subordinate. Due to these abusive behaviors, the subordinate experiences a higher degree of emotional exhaustion. This can have important implications for the employee and the company. The employee is likely to report lower levels of job satisfaction, motivation and is at a higher risk of becoming
effects by implementing certain policies. Organizations could put an emphasis on personality tests that determine the degree of narcissism in candidates who apply for a leadership position in the company. By doing so, individuals that score high on narcissism could be removed from the application process. In order to make narcissistic leaders within an organization more aware of the detrimental effects they have on their subordinates, organizations could offer training courses that discuss abusive supervisory behaviors and demonstrate the implications of such behaviors. Moreover, such courses could emphasize other leadership styles and their positive implications in such a way that leaders reject their abusive supervisory style. Finally, organizations can hire counselors who can guide subordinates that suffer from the effects of a narcissistic leader. During such confidential meetings the subordinate can express his/her thoughts and feelings with the counselor in order to reduce the experienced emotional exhaustion. In addition, the counselor can take action when he/she believes that a leader is behaving in an unethical and mentally abusive way to the subordinate.
5.2 Limitations and Future Research
This research is subject to some limitations. First of all, it should be noted that this research was conducted in a dyadic manner. This means that both the employee and subordinate were requested to complete a questionnaire. Since our data is retrieved through questionnaires that required self-report, this study is prone to a social desirability bias. Research shows that a social desirability bias is especially the case when socially sensitive questions are being asked (King & Brunner, 2000). Since this study contained questions about narcissism, abusive supervision and emotional exhaustion, which are considered to be socially sensitive topics, it could be the case that respondents answered such question in a socially desirable way. By doing so, the respondent conforms to socially acceptable values in order to avoid criticism (Van de Mortel, 2008). Consequently, the validity of the questionnaire could be affected (Huang et al., 1998). Since this study did not use a validated scale that can detect social desirability, such as the Marlowe‐Crowne Social Desirability Scale, future research could include such a scale in order to ensure validity of the questionnaire (Van de Mortel, 2008).
Secondly, another limitation is the cross-sectional design of this study. This means that variables were only measured at one point in time. Because of that, it is impossible to infer causality. Therefore, a recommendation for future research is to
The final limitation addresses the sample size of this research. Due to time restrictions, a greater sample size could not be obtained. This has some consequences for this study. Although some significant direct effects were found, future research could include more dyads in order to have more statistical power to test for interaction effects.
This research can be seen as a stepping-stone for future research. As the mediating role of abusive supervision in the relationship between leader narcissism and emotional exhaustion has become apparent, future research can seek other mediators apart from abusive supervision. Furthermore, it was shown that LMX did not moderate the relationship between leader narcissism and abusive supervision. Future research could investigate if there are other moderators that influence the relationship between leader narcissism and abusive supervision. As stated before, future research could conduct a longitudinal study with a similar research model and increase its sample size with the use of probability sampling.
6. Conclusion
Different forms of leadership styles have different outcomes. Narcissists often emerge as leaders. In recent years, studies have begun to investigate the effects that narcissistic leaders have on their subordinates. In order to contribute to the leadership field, this study examined the mediating role of abusive supervision regarding the positive relationship between leader narcissism and emotional exhaustion. Furthermore, LMX was expected to have a negative effect on the positive relationship between leader narcissism and emotional exhaustion.
Results of this study show that there is a positive relationship between leader narcissism and abusive supervision. Moreover, another positive direct was found between abusive supervision and emotional exhaustion. Furthermore, the results provide evidence for a full mediating effect of abusive supervision in the positive relationship between leader narcissism and emotional exhaustion. However, results do not support a finding of a moderating effect of LMX in the relationship between leader narcissism and abusive supervision.
Finally, this study contributes to the academic field by providing evidence for the mediating role of abusive supervision in the relationship between leader narcissism and emotional exhaustion, and by providing theoretical and practical implications that are derived from this study’s results. These implications address the
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Appendix 1: Questionnaire Leader
Welcome!
This study is being conducted by five graduate students and their research committee from the Department of Human Resource Management and Organizational Behavior at the Amsterdam Business School. The study deals with various areas of HRM, e.g. leadership, organizational culture, organizational citizenship behavior,
communication. The final results will be used for five Master theses and potentially an academic paper written by the coordinating professors.
Thank you for taking the time to participate in this survey. Your responses are a vital part of our research and the data collected will be treated confidentially. Only group results will be presented, not individual responses. Therefore we would like to ask you to answer the questions honestly.
The survey should only take about 15 minutes of your time.
If you have any questions about this survey or would like further information, please contact us at survey.bs.uva@gmail.com.
HRM Research Team Amsterdam Business School
In this study supervisor and subordinate are linked to each other. It is therefore important that you, together with one of your direct subordinates, both fill in the number provided to you, which serves as a unique code. The code you apply is solely used to link your questionnaire to the questionnaire of your supervisor. These answers to these questionnaires will be treated strictly confidential and anonymous and are intended solely for research purposes. Only the research team will see the answers, and cannot link them to one individual participant.
To what extent do you agree with the following statement?
Strongly agree
(1)
Agree
(2) Somewhat agree (3) Neither agree nor disagree (4) Somewhat disagree (5) Disagree (6) Strongly disagree (7) I feel that I am a person of worth, at least on an equal plane with others. (1) m m m m m m m I feel that I have a number of good qualities.. (2) m m m m m m m All in all, I am inclined to feel that I am a failure. (3) m m m m m m m I am able to do things as well as most other people. (4) m m m m m m m I feel I do not have much to be proud of. (5) m m m m m m m I take a positive attitude toward m m m m m m m
myself. (6) On the whole, I am satisfied with myself. (7) m m m m m m m I wish I could have more respect for myself. (8) m m m m m m m I certainly feel useless at times. (9) m m m m m m m At times I think I am no good at all. (10) m m m m m m m
To what extent do you agree with the following statements?
Strongly agree
(1)
Agree
(2) Somewhat agree (3) Neither agree nor disagree (4) Somewhat disagree (5) Disagree (6) Strongly disagree (7) I am great. (1) m m m m m m m I will someday be famous. (2) m m m m m m m I deserve to be seen as a great personality. (3) m m m m m m m I show others how special I am. (4) m m m m m m m I enjoy my successes very much. (5) m m m m m m m Being a very special person gives me a lot of strength. (6) m m m m m m m Most of the time I am able to draw people’s attention to myself in conversations. (7) m m m m m m m I manage to be the center of attention with my outstanding contributions. (8) m m m m m m m Mostly, I am very adept at dealing with other people. (9) m m m m m m m
Most people won’t achieve anything. (10) m m m m m m m Other people are worth nothing. (11) m m m m m m m Most people are somehow losers. (12) m m m m m m m I secretly take pleasure in the failure of my rivals. (13) m m m m m m m I want my rivals to fail. (14) m m m m m m m I enjoy it when another person is inferior to me. (15) m m m m m m m I react annoyed if another person steals the show from me. (16) m m m m m m m I often get annoyed when I am criticized. (17) m m m m m m m I can barely stand it if
Now we would like to ask you some questions regarding your employee. Please indicate to what extent you agree with the following statements. ‘He/She..’
Strongly agree (1) Agree (2) Somewhat agree (3) Neither agree nor disagree (4) Somewhat disagree (5) Disagree (6) Strongly disagree (7) Adequately completes assigned duties. (1) m m m m m m m Fulfills responsibilities specified in job description. (2) m m m m m m m Performs tasks that are expected of him/her. (3) m m m m m m m Meets formal performance requirements of the job. (4) m m m m m m m Engages in activities that will directly affect his/her performance. (5) m m m m m m m Neglects aspects of the job he/she is obligated to perform. (6) m m m m m m m Fails to perform essential duties. (7) m m m m m m m
