{"id":{"repo_id":"buffalo","oai_identifier":"oai:ubir.buffalo.edu:10477/79816"},"canonical_url":"https://search.dev.ndltd.org/etd/buffalo/oai:ubir.buffalo.edu:10477/79816","repository":{"repo_id":"buffalo","name":"Buffalo","base_url":"https://ubir.buffalo.edu/oai/request"},"display":{"title":"How Narcissistic Leaders Draw (Fault)Lines in the Sand: Examining When and Why Narcissistic Leaders are Detrimental to Teams","abstract":"Ph.D.","abstract_html":"Ph.D.","abstract_has_math":false,"creators":["Badura, Katie; 0000-0002-6323-2568"],"institution":"State University of New York at Buffalo","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Grijalva, Emily","Organization and Human Resources"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2019,"date_issued":"2019-07-26T19:20:17Z","date_published":"2019-07-26T19:20:17Z","updated_at":"2026-07-27T19:05:19Z","subjects":["organizational behavior"],"languages":["eng"],"rights":["Users of works found in University at Buffalo Institutional Repository (UBIR) are responsible for identifying and contacting the copyright owner for permission to reuse. University at Buffalo Libraries do not manage rights for copyright-protected works and cannot assist with permissions.","Copyright retained by author."],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/10477/79816","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Grijalva, Emily","Organization and Human Resources"]},{"key":"dc:creator","label":"Author","values":["Badura, Katie; 0000-0002-6323-2568"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2019-07-26T19:20:17Z","2019","2019-04-25 07:52:19"]},{"key":"dc:publisher","label":"Institution","values":["State University of New York at Buffalo"]},{"key":"dc:type","label":"Dc Type","values":["Text","Dissertation"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["organizational behavior"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["Users of works found in University at Buffalo Institutional Repository (UBIR) are responsible for identifying and contacting the copyright owner for permission to reuse. University at Buffalo Libraries do not manage rights for copyright-protected works and cannot assist with permissions.","Copyright retained by author."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/10477/79816"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Ph.D.","Classic narcissism research indicates that narcissists engage in splitting—a phenomenon that reflects an individual’s propensity to see the world in black and white terms, which extends to their perceptions of other people. This tendency potentially has important implications for how narcissists interact with others at work, particularly when tasked with leading in a team context. Accordingly, in this dissertation, I draw from classic narcissism and faultline theories to assess when and why narcissistic leaders impact team effectiveness. I found that teams led by narcissists were more likely to possess a strong divide between ingroup and outgroup members—a construct that I labeled Leader Member Exchange (LMX) Faultlines. Although LMX faultlines did not directly influence team effectiveness, when simultaneously considering the effect of outgroup member’s justice perceptions, results revealed that teams characterized by stronger LMX faultlines were unable to accrue the normative performance benefits that typically are associated with more favorable justice perceptions. Taken together, this model has theoretical applications for the study of narcissism at work and practical implications for organizations faced with understanding the potential downside of narcissistic leaders.","**To request an accessible version of the file(s) associated with this item, contact library@buffalo.edu. Please include the item's persistent URL [http://hdl.handle.net/. . .] in your request.**"]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["How Narcissistic Leaders Draw (Fault)Lines in the Sand: Examining When and Why Narcissistic Leaders are Detrimental to Teams"]}]}],"canonical_facts":{"dc:contributor":["Grijalva, Emily","Organization and Human Resources"],"dc:creator":["Badura, Katie; 0000-0002-6323-2568"],"dc:date":["2019-07-26T19:20:17Z","2019","2019-04-25 07:52:19"],"dc:description":["Ph.D.","Classic narcissism research indicates that narcissists engage in splitting—a phenomenon that reflects an individual’s propensity to see the world in black and white terms, which extends to their perceptions of other people. This tendency potentially has important implications for how narcissists interact with others at work, particularly when tasked with leading in a team context. Accordingly, in this dissertation, I draw from classic narcissism and faultline theories to assess when and why narcissistic leaders impact team effectiveness. I found that teams led by narcissists were more likely to possess a strong divide between ingroup and outgroup members—a construct that I labeled Leader Member Exchange (LMX) Faultlines. Although LMX faultlines did not directly influence team effectiveness, when simultaneously considering the effect of outgroup member’s justice perceptions, results revealed that teams characterized by stronger LMX faultlines were unable to accrue the normative performance benefits that typically are associated with more favorable justice perceptions. Taken together, this model has theoretical applications for the study of narcissism at work and practical implications for organizations faced with understanding the potential downside of narcissistic leaders.","**To request an accessible version of the file(s) associated with this item, contact library@buffalo.edu. Please include the item's persistent URL [http://hdl.handle.net/. . .] in your request.**"],"dc:format":["application/pdf"],"dc:identifier":["http://hdl.handle.net/10477/79816"],"dc:language":["eng"],"dc:publisher":["State University of New York at Buffalo"],"dc:rights":["Users of works found in University at Buffalo Institutional Repository (UBIR) are responsible for identifying and contacting the copyright owner for permission to reuse. University at Buffalo Libraries do not manage rights for copyright-protected works and cannot assist with permissions.","Copyright retained by author."],"dc:subject":["organizational behavior"],"dc:title":["How Narcissistic Leaders Draw (Fault)Lines in the Sand: Examining When and Why Narcissistic Leaders are Detrimental to Teams"],"dc:type":["Text","Dissertation"]},"updated_at":"2026-07-27T19:05:19Z"}