Organizational Behavior & Human Resource Management
The research interests of this interdisciplinary section cover the areas of Human Resource Management and Organizational Behavior. Specific fields of interest include leadership; teamwork; new team-based forms of organization; the roles of hierarchy, power, status and influence; emotions in organizations; personnel diagnostics (e.g., applicant selection, employee assessment); career management and career adjustments; assessing and promoting work performance in different contexts; personality and intelligence in careers; and the scientist-practitioner gap in Human Resource Management and Organizational Behavior.
The section aims to advance the research areas of Human Resource Management and Organizational Behavior at JLU and strengthen JLU’s national and international visibility in these fields to make JLU even more attractive to young researchers. The section strives to involve both senior and early-career researchers in all academic disciplines concerned with the human being in an organizational context and/or organizational structures.
December 2nd, 2019
10:15 - 11:45
This study explores why narcissists are motivated to take over leadership positions and differentiates between dimensions of narcissism. Specifically, we test the relationships between grandiose and vulnerable narcissism and motivation to lead and the role of several mediators (implicit self-theories, individual level of identity). In three studies using panel data, we assumed and found that grandiose narcissism was more strongly related to motivation to lead than vulnerable narcissism. Self-theories served as a mediator in study 1. However, adding individual level of identity (study 2 and study 3) made self-theories less relevant as mediators. Our results indicated that particularly grandiose narcissists’ motivation to lead is driven by individual levels of identity. This focus on one’s own self and achievements might explain why grandiose narcissists are often found not to be successful as leaders.