@article{bf62fc80086445ec9a806a6e7a7ab12b,
title = "Narcissism and Empowerment: How Narcissism Influences the Trickle-Down Effects of Organizational Empowerment Climate on Performance",
abstract = "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{\textquoteright} and members{\textquoteright} 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{\textquoteright} 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.",
keywords = "empowering leadership, narcissism, organizational empowerment climate, task performance",
author = "Han, {Joo Hun} and Hui Liao and Seongsu Kim and Jian Han",
note = "Funding Information: We would like to thank our Action Editor Li‐Qun Wei and the three anonymous reviewers for their constructive feedback and guidance throughout the review process. We also thank participants in the brown bag series at Rutgers University and the University of Maryland for their helpful comments on a draft of this article. This work was supported by the Ministry of Education of the Republic of Korea and the National Research Foundation of Korea (NRF‐2018S1A5A2A03029031), as well as CEIBS Research Grant 2018–2019. Funding Information: We would like to thank our Action Editor Li-Qun Wei and the three anonymous reviewers for their constructive feedback and guidance throughout the review process. We also thank participants in the brown bag series at Rutgers University and the University of Maryland for their helpful comments on a draft of this article. This work was supported by the Ministry of Education of the Republic of Korea and the National Research Foundation of Korea (NRF-2018S1A5A2A03029031), the Institute of Management Research and the Institute of Industrial Relations at Seoul National University, as well as CEIBS Research Grant 2018?2019. [Correction added on 05th February 2020, after first online publication: The Acknowledgement section has been updated] Publisher Copyright: {\textcopyright} 2019 Society for the Advancement of Management Studies and John Wiley & Sons, Ltd.",
year = "2020",
month = sep,
day = "1",
doi = "10.1111/joms.12533",
language = "English (US)",
volume = "57",
pages = "1217--1245",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "6",
}