选择与自恋:现代性条件下自我认同的机制

现代性是一种后传统秩序,它将怀疑原则制度化,从而使反思性选择成为自我认同的一个机制,而最能表达反思性选择机制的是"富有命运特征的时刻";选择的多样性和制度的反思性使得极端关注身体的反思性自恋成为自我认同的另一个机制,最能表达反思性自恋机制的是"生活制度"的建构.     

Phantasy and Social Movements: An Ontology of Pro-Space Activism

Psychoanalysis has a long history of influence in the study of collective behaviour, and this paper argues that it has a great deal to contribute to the study of one vitally important and under-researched aspect of social movement activity; the fantasies activists have about life in the social worlds they would like to see in the future. The paper uses empirical research findings to show that, in the case of activists campaigning to further the human exploration, development and settlement of outer space, these fantasies can be fundamental to activists' motivation. Psychoanalysis helps us understand these fantasies as conscious manifestations of unconscious phantasies. However, the paper also addresses the criticisms social movement theory has made of reductionist psychoanalysis, arguing that the study of activists' fantasies must include accounts of the ways in which social forces influence unconscious processes, the discourses used by activists to understand their cause, and the organization of the movement.     

CEO humility,narcissism and firm innovation: A paradox perspective on CEO traits

We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes.     

The dual nature of materialism. How personality shapes materialistic value orientation

This article presents two empirical studies examining different types of materialism as identified in an analysis of connections between materialism and HEXACO personality traits. Two groups of materialistic subjects and one non-materialistic group were revealed in both studies. In one group, a high level of materialism was accompanied by low levels of honesty-humility, agreeableness, and emotionality and higher levels of extraversion (Peacock type). In the second group, materialism was found alongside lower levels of honesty-humility, agreeableness and extraversion but higher levels of emotionality (Mouse type). “Peacocks” were more prone than “Mice” to look for immediate financial gains and ostentatious consumption, whereas “Mice” were more anxious and insecure in their ambivalent attitudes to money and were more concerned about their financial futures. Despite the similar importance attached to material possessions, the two types of materialism should be considered separately in future research.     

Narcissistic leadership

Narcissism—a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility—is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We review and critically assess the theoretical and research literature on narcissistic leaders in order to understand the potential positive and negative consequences of their leadership, the trajectories of their leadership, and the relationship of narcissism to established models of leadership. We conclude that the study of narcissistic leaders is inherently limited in scope, and propose a new definition of narcissistic leadership in order to reframe the discussion and better incorporate the topic of narcissism into the field of leadership studies.     

Birds of a feather?: Firm sales growth and narcissism in the upper echelons at the CEO-TMT interface

Blending conceptual framing from the CEO-TMT interface literature with upper echelons decision-making theory, we develop a model of the role of CEO narcissism and narcissism in the upper echelons. We argue that narcissistic CEOs tend to have higher narcissism in their Top Management Teams (N-TMTs). In turn, TMTs characterized by narcissism can benefit from positive aspects of narcissism while avoiding its pitfalls; especially when strategic decision speed is slower and behavioral integration is higher. In a field study of 104 TMTs from publicly-listed South Korean firms, we find an association between narcissistic CEOs and N-TMT, and that N-TMT mediates in the indirect, conditional relationship between CEO narcissism and sales growth. We also invoke threshold theory in anticipation that outcomes associated with N-TMT may be nonlinear. In support of our threshold hypothesis, we find a curvilinear relationship between N-TMT and sales growth; and this curvilinear relationship is stronger for a small number of TMTs scoring high on N-TMT (> +2SD), where TMTs’ activities are defined by deliberative integration. The pattern of results we report provides evidence for the importance of accounting for narcissism in the upper echelons as a predictor of sales growth, and key contextual moderators of this relationship.     

“See You in Court”: How CEO narcissism increases firms' vulnerability to lawsuits

Although some researchers have suggested that narcissistic CEOs may have a positive influence on organizational performance (e.g., Maccoby, 2007; Patel & Cooper, 2014), a growing body of evidence suggests that organizations led by narcissistic CEOs experience considerable downsides, including evidence of increased risk taking, overpaying for acquisitions, manipulating accounting data, and even fraud. In the current study we show that narcissistic CEO's subject their organizations to undue legal risk because they are overconfident about their ability to win and less sensitive to the costs to their organizations of such litigation. Using a sample of 32 firms, we find that those led by narcissistic CEOs are more likely to be involved in litigation and that these lawsuits are more protracted. In two follow-up experimental studies, we examine the mechanism underlying the relationship between narcissism and lawsuits and find that narcissists are less sensitive to objective assessments of risk when making decisions about whether to settle a lawsuit and less willing to take advice from experts. We discuss the implications of our research for advancing theories of narcissism and CEO influence on organizational performance.