The Effects of Narcissism on

Team DynamicsGiovanni Alfonzetti & Yanique McKenzie

GREAT Day

Agenda-Intro -Findings-Benefits and Challenges-Recommendations

IntroductionTeams are becoming increasingly utilized within business organizations

The level of effective output is dependent on how members work as a team

Narcissists impact team dynamics- Both positively and negatively

It is necessary for managers to recognize these traits in order to properly:

- motivate narcissists, abstain from social loafing, harness their commonly effective leadership abilities, as well as prolong their success.

To what extent does narcissism affect team dynamics?1. Natural leaders

2. May cause tension and discord because of self-inflation

3. Self-serving bias

Source: (Campbell et al, 2010)

What are the best ways to motivate narcissistic team members?Publicize their contributions

Acknowledge and highlight their work

Provide High Self- Enhancement Opportunity

Source: (Woodman et al, 2011)

What Unique Benefits and Challenges can a Narcissist Contribute to a Team?Benefits:Narcissists tend to have the same qualities as an effective leader

(O’Reilly, Doerr, Caldwell and Chatman, 2013)

Narcissists are motivated for success (Woodman, Roberts, Hardy, Callow and Rogers, 2011)

Challenge:Narcissists may succeed short term, but over time they will destroy

the team system (Campbell, 2011)

Experiment Results

RecommendationsFirms or groups operating in high-velocity, turbulent markets should

follow an ego-centric network structure in team environments. -Good for generating new

ideas-Knowledge flows to the

focal member

Specific problems Routine Tasks

Have HR distribute an anonymous feedback survey to individuals working in teams.

Recommendations cont.Try to build teams with only one narcissistic member to avoid destructive

conflicts within the ego-centric model.

Require team decisions to be unanimous or majority derived.

Ensure that narcissistic individuals are more involved with new product development and less so with routine tasks and existing problems with products, services or processes.

Questions?

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Campbell, W., Hoffman, B., Campbell, S., & Marchisio, G. (2010). Narcissism in Organizational Contexts.Human Resources Management Review, 21(4), 268-284. Retrieved November 14, 2014, from

http://www.sciencedirect.com/science/article/pii/S1053482210000574

O'Reilly, C. A., III, Doerr, B., Caldwell, D. F., & Chatman, J. A. (2014). Narcissistic CEOs and executive compensation.Leadership Quarterly, 25(2), 218. Retrieved from

http://search.proquest.com/docview/1507601257?accountid=11072

Nevicka, B. (2011). Narcissistic leaders: the appearance of success. Reality at Odds with Perceptions: Narcissistic Leaders and Group Performance. 110. Retrieved from http://dare.uva.nl/document/2/96479

Smedlund, A. (2010). Characteristics of routine, development and idea networks in teams. Team Performance Management,16(1), 95-117. doi:http://dx.doi.org/10.1108/13527591011028942

Woodman,T., Roberts, R., Hardy, L., Callow, N., & Rogers, C. H. (2011). There is an

"I" in TEAM: Narcissism and social loafing. Research Quarterly for Exercise and Sport, 82(2), 285-290. Retrieved from http://search.proquest.com/docview/893281033?accountid=11072