Abusive supervision : exploring the relationship with narcissism, self-promotion and unpredictability

Purpose: This study investigates whether subordinates who rate their managers higher on narcissism are also more likely to view their managers as abusive. In particular, the study explores the extent to which managers whom subordinates rate higher on narcissism use certain behaviors (self-promotion and unpredictability) that mediate the relationship between narcissism and perceived abuse. Design/methodology/approach: Survey participants (n = 949) rated their most-destructive manager in terms of self-promotion, unpredictability, narcissism and abusiveness. A bootstrap analysis assessed the positive, mediating effects of leader self-promotion and unpredictability on the narcissism–abuse relationship. Findings: Degree of perceived supervisor narcissism predicted subordinates' perceptions of abusive supervision. However, the supervisor's self-promotion activities and unpredictability fully mediated this relationship. Research limitations/implications: This study identifies perceived narcissism as an antecedent of abusive supervision and identifies two mediators relevant to subordinates' perceptions of abuse. Using multiple methods and multiple sources, the authors recommend that scholars identify additional mediators. Further research should consider variables such as gender, organizational culture and occupational status. Practical implications: Findings highlight how subordinates connect supervisor narcissism to abuse; this allows human resource practitioners to better predict and address subordinates' perceptions of their managers and to design interventions for improving supervisors' behaviors. Originality/value: This study helps in explaining destructive leadership by empirically examining perceptions of narcissism as a driver of abusive supervision. Also, the study reveals the characteristics of narcissistic managers that impede productive relationships with subordinates.