Open Access

ARTICLE

How Employees React to a Narcissistic Leader? The Role of Work Stress in Relationship between Perceived Leader Narcissism and Employees’ Organizational Citizenship Behaviors to Supervisor

Mingze Li, Huili Ye, Guanglei Zhang^*

School of Management, Wuhan University of Technology, Wuhan, 430070, China

* Corresponding Author: Guanglei Zhang. Email:

International Journal of Mental Health Promotion 2018, 20(3), 83-97. https://doi.org/10.32604/IJMHP.2018.010806

Abstract

This study aims to understand how leader narcissism predicts employees’ organizational citizenship behaviors to supervisor (OCB-S). Based on the transactional model of stress, we argue that perceived leader narcissism triggers employees’ OCB-S through hindrance stress. We also consider how employees’ self-monitoring moderates the relationship between perceived leader narcissism and OCB-S. By collecting data from a matching questionnaire survey 48 leaders and 183 employees, we tested our conceptual model using adopted hierarchical regression method and plug-in Process. The results showed that perceived leader narcissism imposed a negative effect on employees’ OCB-S through hindrance stress. Moreover, we found that self-monitoring moderated the relationship between perceived leader narcissism and employees’ OCB-S, as well as the indirect effect of perceived leader narcissism on employees’ OCB-S through hindrance stress. Specifically, when the level of self-monitoring was low, the positive relationship between perceived leader narcissism and hindrance stress as well as the indirect effect of perceived leader narcissism on employees’ OCB-S through hindrance stress got stronger. When the level of self-monitoring was high, perceived leader narcissism had a negative effect on hindrance stress, and the indirect effect of perceived leader narcissism on employees’ OCB-S through hindrance stress became weaker. We discuss theoretical and practical implications.

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