Subjects: Psychology >> Management Psychology submitted time 2024-05-19
Abstract： The effectiveness of controversial narcissistic leadership has not yet reached a consensus. Based on the conservation of resources theory, this study conducted a meta-analysis of 73 independent empirical studies in 67 articles to explore and verify whether, when, and how narcissistic leadership is ‘Woe-fortune interdependence’. The research shows that: (1) Although the overall effect of narcissistic leadership is negative, it has a two-sided effect, that is, the leadership style will increase the pressure of subordinates and inhibit their work attitudes, behaviors and performance, but it will promote their innovation. (2) Industry type, organizational attributes, employee category, employee education and measurement tools have a moderating effect. That is, narcissistic leadership is more harmful to manufacturing (vs.services), for-profit organizations (vs.non-profit organizations), non-knowledge workers (vs.knowledge workers) and low-educated employees, and the use of Hochwarter and Thompson scale (vs.NPI-16 scale) to measure narcissistic leadership, the negative impact is stronger. (3) The two-sided effects of narcissistic leadership are stably realized through employees’ psychological safety (negative effect) and creative self-efficacy (positive effect). The research provides a basis for giving full play to the effectiveness of narcissistic leadership.
Subjects: Psychology >> Management Psychology submitted time 2023-06-29
Abstract： This paper aims to examine the relationship between high-performance work systems and employee well-being and to test the moderating effect of cultural and industry differences on the relationship by conducting a meta-analysis based on data from 55 independent studies in 53 research papers with a total study sample size of 51,750. The results indicate that: （1）. High performance work system has significant positive effect on all dimensions of employee well-being. i.e., a "consistent effect" rather than a "contradictory effect". （2）. Cultural contexts moderated the relationship between high-performance work systems and employee well-being. The positive association between employees' perceived high-performing work systems and subjective well-being, psychological well-being, and health well-being in the high power distance and collectivist cultural context was significantly stronger than that of employees with low power distance and individualistic tendencies. （3）. The industry in which the employees serve has a significant moderating effect on the relationship between perceived high-performing work systems and employee well-being. The positive association between high-performing work systems and subjective well-being was stronger for employees in the health care service industry than in the production service industry; however, the positive association between perceived high-performing work systems and health well-being was lower for employees in the health care service industry than in the production service industry. The findings suggest that the academic community should re-understand and examine the value of high-performance work systems.
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