Leader emergence: the case of the narcissistic leader.

Brunell, Amy B.; Gentry, William A.; Campbell, W. Keith; Hoffman, Brian J.; Kuhnert, Karl W.; DeMarree, Kenneth G.

doi:10.1177/0146167208324101

Cited by 516Personality Traits and PsychologySocial and Intergroup PsychologyHistory, Medicine, and Leadership

Leader emergence: the case of the narcissistic leader.

Brunell, Amy B., Gentry, William A., Campbell, W. Keith, Hoffman, Brian J., Kuhnert, Karl W., DeMarree, Kenneth G.·2008·Personality and Social Psychology Bulletin

DOI 10.1177/0146167208324101

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Abstract

These studies investigate whether individuals with high narcissism scores would be more likely to emerge as leaders during leaderless group discussions. The authors hypothesized that narcissists would emerge as group leaders. In three studies, participants completed personality questionnaires and engaged in four-person leaderless group discussions. Results from all three studies reveal a link between narcissism and leader emergence. Studies 1 and 2 further reveal that the power dimension of narcissism predicted reported leader emergence while controlling for sex, self-esteem, and the Big Five personality traits. Study 3 demonstrates an association between narcissism and expert ratings of leader emergence in a group of executives. The implications of the propensity of narcissists to emerge as leaders are discussed.

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Narcissists emerge as leaders because they possess characteristics that people associate with a prototypical leader (e.g., confidence, extraversion, dominance).
“narcissists’ emergence as leaders (Brunell et al., 2008; Nevicka et al., 2011a; Grijalva et al., 2015a). The reason for this is that narcissistic individuals possess many characteristics that people associate with a prototypical leader (e.g., confidence, extraversion, dominance; Smith and Foti, 1998; Judge et al., 2002; Kellett et al., 2006; Paunonen et al., 2006).”
From Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most (2018) · cites this paper as Brunell et al., 2008

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Authors: Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & DeMarree, K. G.
Affiliations: The Ohio State University Newark (US)
University of Georgia (US)
Corresponding author: Brunell, Amy B.
ORCID: Brunell, Amy B.
Gentry, William A.
Campbell, W. Keith
DeMarree, Kenneth G.
Venue: Personality and Social Psychology Bulletin
Publisher: SAGE Publications
Published: 2008-10-02
Volume: 34
Issue: 12
Pages: 1663-1676
ISSN: 0146-1672 (ISSN-L)
1552-7433
DOI: 10.1177/0146167208324101
OpenAlex: W2139570881
Cited by: 516
References: 58
Citations by year: 2026: 23 · 2025: 25 · 2024: 39 · 2023: 38 · 2022: 36 · 2021: 48 · 2020: 38 · 2019: 31 · 2018: 45 · 2017: 27 · 2016: 30 · 2015: 25 · 2014: 25 · 2013: 23 · 2012: 19
FWCI: 16.01
Type: journal article
Language: en
Open access: closed
Licence: journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations: Personality and Social Psychology Bulletin (publishedVersion)
PubMed (publishedVersion)
Topics: Social Sciences › Psychology › Clinical Psychology › Personality Traits and Psychology
Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
Social Sciences › Political Science and International Relations › History, Medicine, and Leadership
Keywords: leadership emergence, narcissism, leaderless group discussion, self-esteem, Big Five personality traits, group leadership, personality and leadership
MeSH terms: Humans, Interpersonal Relations, Leadership, Narcissism, Personality

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Leader emergence: the case of the narcissistic leader.

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