Climbing the corporate ladder and within-person changes in narcissism: Reciprocal relationships over two decades

Pathways From Narcissism to Leadership Emergence in Social Groups

Narcissists successfully emerge as leaders. However, the processes by which this occurs are mostly unknown. Following a dual-pathway approach and differentiating between agentic (narcissistic admiration) and antagonistic (narcissistic rivalry) narcissism, we investigated the behavioral processes underlying narcissists’ leadership emergence in social groups. We applied data from a multimethodological laboratory study ( N = 311) comprising three groups of variables: personality traits, expressed interaction behaviors, and interpersonal perceptions. Prior to the laboratory sessions, participants provided self-reported answers to various narcissism measures. Interpersonal perceptions were obtained from round-robin ratings after participants completed the Lost on the Moon task in small groups. Participants’ behaviors during the group discussion were videotaped and coded by trained raters. Results supported the notion of a pathway from agentic narcissism to leadership (measured as target effects of being seen as a leader) determined by narcissistic admiration, dominant-expressive behavior, and being seen as assertive. To clarify narcissism’s relationship to leadership emergence, the effects were (a) contrasted with narcissism’s effects on popularity and (b) set in relation to process pathways leading from intelligence and physical attractiveness to leadership. The findings underscore the benefits of a behavioral pathway approach for unravelling the impact of narcissism on leadership emergence.

Age and gender differences in socially aversive (“dark”) personality traits

The strong overlap of personality traits discussed under the label of “dark personality” (e.g., psychopathy, spitefulness, moral disengagement) endorses a common framework for socially aversive traits over and beyond the dark triad. Despite the rapidly growing research on socially aversive traits, there is a lack of studies addressing age-associated differences in these traits. In the present study ( N = 12,501), we investigated the structure of the D Factor of Personality across age and gender using local structural equation modeling, thereby expressing the model parameters as a quasi-continuous, nonparametric function of age. Specifically, we evaluated loadings, reliabilities, factor (co-)variances, and means across 35 locally weighted age groups (from 20 to 54 years), separately for females and males. Results indicated that measurement models were highly stable, thereby supporting the conceptualization of the D factor independent of age and gender. Men exhibited uniformly higher latent means than females and all latent means decreased with increasing age. Overall, D and its themes were invariant across age and gender. Therefore, future studies can meaningfully pursue causes of mean differences across age and between genders.

Narcissism and Leadership in Children

Some leaders display high levels of narcissism. Does the link between narcissism levels and leadership exist in childhood? We conducted, to our knowledge, the first study of the relationship between narcissism levels and various aspects of leadership in children (N = 332, ages 7-14 years). We assessed narcissism levels using the Childhood Narcissism Scale and assessed leadership emergence in classrooms using peer nominations. Children then performed a group task in which one child was randomly assigned as leader. We assessed perceived and actual leadership functioning. Children with higher narcissism levels more often emerged as leaders in classrooms. When given a leadership role in the task, children with higher narcissism levels perceived themselves as better leaders, but their actual leadership functioning did not differ significantly from that of other leaders. Specification-curve analyses corroborated these findings. Thus, children with relatively high narcissism levels tend to emerge as leaders, even though they may not excel as leaders.