Narcissism and coach interpersonal style: A self-determination theory perspective

Which leadership style do more narcissistic subordinates prefer in supervisors?

BACKGROUND AND OBJECTIVE

Subordinates in Western cultures generally prefer supervisors with a democratic rather than autocratic leadership style. It is unclear, however, whether more narcissistic subordinates share or challenge this prodemocratic default attitude. On the one hand, more narcissistic individuals strive for power and thus may favor a democratic supervisor, who grants them power through participation. On the other hand, similarity attracts and, thus, more narcissistic subordinates may favor an autocratic supervisor, who exhibits the same leadership style that they would adopt in a leadership position.

METHOD

Four studies (Ntotal = 1284) tested these competing hypotheses with two narcissism dimensions: admiration and rivalry. Participants indicated the leadership style they generally prefer in a supervisor (Study 1), rated their own supervisor's leadership style (Study 2a: individual ratings; Study 2b: team ratings), and evaluated profiles of democratic and autocratic supervisors (Study 3).

RESULTS

We found a significantly weaker prodemocratic default attitude among more narcissistic subordinates: Subordinates' narcissism was negatively related to endorsement of democratic supervisors and positively related to endorsement of autocratic supervisors. Those relations were mostly driven by narcissistic rivalry rather than narcissistic admiration.

CONCLUSION

The results help clarify the narcissistic personality and, in particular, how more narcissistic subordinates prefer to be led.

Narcissistic coaches and athletes' individual rowing performance

Narcissism, a personality trait marked by an excessively self-aggrandizing, entitled, and dominant orientation, has been associated with high performance under competitive pressure, as these contexts afford the opportunity to self-enhance. Narcissism is often characteristic of organizational and political leaders, yet little is known about narcissism in sports coaches. We propose that in a competitive context narcissistic coaches could inspire and motivate their athletes to raise their performance. We investigated the association between coach narcissism and athletes' performance, and the role of athletes' perceived self-enhancement opportunity as a potential mediating mechanism. We examined coach narcissism, athletes' individual end times (i.e., performance), and athletes' perceptions of self-enhancement opportunity during annual national indoor rowing competitions in 266 national level competitive rowers from 52 rowing clubs. Results of multilevel analyses showed that coach narcissism positively predicted athlete performance, and this was explained by athletes' perceived opportunity to self-enhance during the competition. Thus, narcissistic coaches seem to reinforce athletes' perceptions that competition provides them with an opportunity to show off their skills, which in turn accounts for athletes' better performance in comparison to athletes who do not train with narcissistic coaches. The findings point to a potentially functional side of narcissism in coaching.

Predictors and outcomes of sports coaches' athlete-invested contingent self-worth

Some sports coaches not only invest considerable time and energy in their athletes, but also attach their self-worth to the successes and failures of their athletes. Grounded in Self-Determination Theory, the present study aimed to examine the theoretical predictors and outcomes of such Athlete-Invested Contingent Self-worth (AICS). Results from a cross-sectional study (Study 1; N = 740, Mage = 34.37 years) and an experimental vignette-based study among youth sports coaches (Study 2; N = 318, Mage = 38.94 years) indicated that AICS was positively related to a controlling coaching style and negatively related to a structuring style. Study 1 showed that a perceived evaluative club board was positively related to AICS, and Study 2 further demonstrated that poor performance was negatively associated with AICS and that an evaluative climate was related to AICS through experiences of need frustration. The discussion focuses on the pitfalls of coaches' contingent self-worth for the development of their athletes.

Mental Well-Being or Ill-Being through Coaching in Adult Grassroots Sport: A Systematic Mapping Review

There is convincing evidence on the effects of sport and exercise on mental health and well-being. Less evidence is provided about how to achieve these benefits in the context of grassroots sport coaching. We systematically reviewed the scientific literature of three databases to narratively synthesize the current knowledge about which coaching-related factors influence well-being or ill-being, and how to promote mental health in adult athletes through sport coaches. The review includes 52 studies with different methodological and theoretical approaches and mental health outcomes. The wide range of themes were mapped and synthesized within two clusters, i.e., coaching behavior, antecedents, and context; and coach–athlete relationship and social support. The results highlight the importance of the promotion of empowering environments, autonomy-supportive coaching behavior, and coach–athlete relationship quality that relate to the satisfaction of basic psychological needs. The review also calls for a critical perspective, in the sense that the coaching context and working environment may not be empowering and supportive to the well-being of coaches and consequently to the athletes, and that coaches who want to provide autonomy-supportive environments may face various obstacles. Finally, the review synthesizes recommendations for the training of coaches, as one piece of a holistic mental health promotion.

Narcissism personality trait and performance: task-oriented leadership and authoritarian styles as mediators

Purpose

The present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.

Design/methodology/approach

Narcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.

Findings

Correlation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.

Originality/value

The study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.

On the Etiology of Self-Enhancement and Its Association With Psychological Well-Being

Self-enhancement, the motive to view oneself in positive light, and its manifestations have received wide attention in behavioral sciences. The self-enhancement manifestations vary on a continuum from a subjective level (agentic narcissism, communal narcissism, narcissistic grandiosity) through an intermediate level (better-than-average judgments) to an objective level (overclaiming one’s knowledge). Prior research has established the heritability of self-enhancement manifestations at the subjective and intermediate levels. The present twin study demonstrated that (1) the objective level of self-enhancement manifestation is also heritable; (2) a common core, which is moderately heritable, underlies the three levels of self-enhancement manifestations; (3) the relation between self-enhancement (manifested at all three levels) and psychological well-being is partly heritable; and (4) environmental influences, either shared by or unique to family members, are evident through (1), (2), and (3). The findings deepen understanding of the etiology of individual differences in self-enhancement and their links to psychological well-being.

Levels of Physical Activity Are Associated With the Motivational Climate and Resilience in University Students of Physical Education From Andalucía: An Explanatory Model

Background

The practice of Physical Activity (PA) is a key factor for the improvement of physical and mental health, making the study of the motivational processes that take part in the development of active lifestyles of interest.

Methods

This cross-sectional study was conducted on 775 university students of Physical Education (PE) from Spain. This research aims to develop an explanatory model for the relationships between motivational climate and resilience according to the level of PA, using structural equations analysis. The main instrument used were the Perceived Motivational Climate in Sport (PMCSQ-2) and the Connor-Davidson Resilience Scale (CD-RISC).

Results

A negative relationship was observed between task-oriented climate (TC) and ego-oriented climate, which acquired greater correlation strength in the respondents who did less PA. Likewise, a positive relationship was obtained between TC and resilience, which was higher in participants who did more than 3 h of weekly PA. Finally, it was observed that resilience was highly correlated with personal competence, tenacity and control capacity in the most active respondents.

Conclusion

The importance of promoting task-oriented motivational climates in PA is highlighted, since this could develop a better resilience capacity in university students and will favor the tolerance to adversity and the positive acceptance of changes.

Narcissistic Force Meets Systemic Resistance: The Energy Clash Model

This article focuses on the interplay between narcissistic leaders and organizations. It attempts to capture the gist of this interplay with a model outlining the narcissistic organizational trajectory. The Energy Clash Model borrows and adapts a phase/state physics metaphor to conceptualize narcissism as a force that enters or emerges in a stable system (i.e., organization) as a leader, destabilizes it, and stabilizes it at a different state or is expelled. The model consists of three time-contingent phases: perturbation, conflict, and resolution. Narcissists create instability through waves of excitement, proposed reforms, and an inspiring vision for organization’s future ( perturbation). With the passage of time, though, systemic awareness and alertness intensify, as organizational costs—in terms of human resources and monetary losses—accrue. Narcissistic energy clashes directly with the organization ( conflict), a clash likely to restabilize the system eventually. The conflict may provoke the exit of the narcissistic leader or his or her accommodation, that is, steps or controls negotiated between the system and the leader ( resolution). Although narcissism is subject to organizational liability, narcissistic energy, when managed and directed properly, may contribute to organizational innovation and evolution. Thus, several interventions for working with narcissistic leaders are discussed.