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Cited by 49Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipPersonality Traits and Psychology

Narcissistic leadership and employees’ innovative behaviour: mediating roles of job embeddedness and job engagement

Norouzinik, Yasaman, Rahimnia, Fariborz, Maharati, Yaghoob, Eslami, Ghasem·2022·Innovation
DOI 10.1080/14479338.2021.1897467
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Abstract

Organisations need innovation in products and services to grow and survive in competitive environments. Development of innovation in organisations is achieved by human resources. Employees’ innovative behaviour is influenced by various factors, including leadership styles and leaders’ characteristics. Therefore, this study aimed to analyse the effect of narcissistic leadership on employees’ innovative behaviour by introducing employees’ job embeddedness and job engagement as the mediating variables. A narcissistic leader never allows employees to participate in decision-making processes, which affects their corporation's intention and creativity and makes them do what they are expected to do. The data were collected from 455 employees and managers of the governmental organisations located in the eastern provinces of Iran. According to the results, managers’ narcissism negatively affected employees’ job embeddedness and job engagement. Besides, leaders’ narcissism had a negative impact on employees’ innovative behaviour. Other research findings indicated the mediating roles of job embeddedness and job engagement. The interaction of leaders’ narcissism and leaders’ humility is associated with job engagement and job embeddedness. The proposed model provided new insights into the analysis of contradictions in leaders’ characteristics. In other words, their characteristics influence employee attitudes, including job embeddedness and job engagement, and employee behaviour and performance.

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Crossref · 10.1080/14479338.2021.1897467

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  • Narcissistic leadership seems to more effectively elucidate numerous adverse outcomes (e.g., work deviance; diminished job embeddedness; reduced job engagement; lack of innovative behavior).

    “Narcissistic leadership seems to more effectively elucidate numerous adverse outcomes (e.g., work deviance; diminished job embeddedness; reduced job engagement; lack of innovative behavior) [8–10].”

    From Narcissistic leadership, workplace bullying, turnover intention, and creative performance: a study of nurses (2025) · cites this paper as [9]

  • There is a paucity of studies clarifying the consequences of narcissistic leadership.

    “Initially, upon examining the literature on narcissistic leadership, we identified a paucity of studies clarifying the consequences of such leadership, exemplified by the research conducted by Erkutlu and Chafra [23] which investigated the correlation between narcissistic leaders and followers’ embeddedness in Turkish hotels.”

    From Narcissistic leadership, workplace bullying, turnover intention, and creative performance: a study of nurses (2025) · cites this paper as [9]

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Authors
Norouzinik, Y., Rahimnia, F., Maharati, Y., & Eslami, G.
Affiliations
Ferdowsi University of Mashhad (IR)
Corresponding author
Rahimnia, Fariborz
ORCID
Venue
Innovation
Publisher
Informa UK Limited
Published
2021-03-22
Volume
24
Issue
3
Pages
355-380
ISSN
  • 1447-9338 (ISSN-L)
  • 2204-0226
DOI
10.1080/14479338.2021.1897467
OpenAlex
W3138425174
Cited by
48
References
114
Citations by year
2026: 12 · 2025: 6 · 2024: 9 · 2023: 12 · 2022: 8 · 2021: 1
FWCI
7.27
Type
journal article
Language
en
Open access
closed
Locations
Innovation (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Psychology › Clinical Psychology › Personality Traits and Psychology
Keywords
narcissistic leadership, employee innovative behaviour, job embeddedness, work engagement, leader humility, mediating effect, public sector employees, organizational innovation

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