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Although narcissistic individuals are generally perceived as arrogant and overly dominant, they are particularly skilled at radiating an ¡ mage of a prototypically effective leader. As a result, they tend to emerge as leaders in group settings. Despite people's positive perceptions of narcissists as leaders, it was previously unknown if and how leaders' narcissism is related to the performance of the people they lead. In this study, we used a hidden-profile paradigm to investigate this question and found evidence for discordance between the positive image of narcissists as leaders and the reality of group performance. We hypothesized and found that although narcissistic leaders are perceived as effective because of their displays of authority, a leader's narcissism actually inhibits information exchange between group members and thereby negatively affects group performance. Our findings thus indicate that perceptions and reality can be at odds and have important practical and theoretical implications.

We present two studies that investigated women's motives to pursue a career in top management. The central hypothesis was that masculine culture preferences are important predictors for career motives. Women were expected to have less masculine preferences than men do, which is assumed to be a determinant of their relative absence in management positions. In Study 1 (N =327), we investigated gender differences in organizational culture preferences, both in a managerial sample and a sample of non‐managerial professionals in private sector organizations. It was shown that gender differences only existed in the non‐managerial groups, with women showing less masculine culture preferences than men did. In Study 2 (N =350), we examined the effects of organizational culture preferences on the ambitions of staff employees and middle‐level managers to pursue a career at a top management level in one governmental organization. The results showed that organizational culture preferences were predictive for ambition of non‐managerial employees, but not for that of middle management employees. Overall, women were less ambitious than men, and even ambitious women perceived work‐home conflict as an important barrier to career advancement.

Purpose - The purpose of this paper is to investigate whether and how climate strength and quality are related to employee commitment above and beyond individual climate perceptions.Design methodology approach - Data were collected from 48 work units in organizations from different branches of industry. A total of 419 employees completed a questionnaire.Findings - Climate quality was related to commitment above and beyond individual climate perceptions. However, this concerned the climate dimensions of cooperation and innovation, but not reward. Climate strength moderated the relationship between individual cooperation and innovation perceptions, and commitment.Research limitations implications - This study emphasizes the importance of group-level perceptions as related to employee commitment. Because of the cross-sectional design, conclusions about the causal order of the variables cannot be drawn.Practical implications - If organizations want to increase employees' commitment they should put the more skeptical employees in positive work environments, thus, in units of higher cooperation and innovation quality.Social implications - People are sensitive to the evaluative tone of their social environment.Originality value - The paper is the first to examine the combined relationships of individual climate perceptions, climate-strength, and climate quality with employee commitment.

Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict-conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non-routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to relationship conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance.

Purpose - The purpose of this article is to examine the relationship between work value PO fit with fit being operationalized as a same-source or different-source measure.Design methodology approach - A sample of 94 employees from a company located in Curac¸ao completed a questionnaire in which they rated their personal work values, their perceptions of the work values of the organization, and their turnover intention.Findings - The different-source work value fit measure was significantly and more strongly related to turnover intention than the same-source work value fit measure.Research limitations implications - This study underscores the need for a careful reflection on the content and operationalization of fit measures.Practical implications - Managers are able to manage the fit of their employees by creating positive group level perceptions of the work environment.Originality value - This study examines the effects of different fit measures on individuals' turnover intention. Moreover, work values fit was investigated.

This study examined the effects of two measures of fit on newcomers' commitment and turnover intentions, P‐O fit and P‐P fit. Newcomers preferences for organizational cultures were compared with supervisors' and peers' perceptions of organizational culture (P‐O fit) and with their preferences for organizational culture (P‐P fit). The supervisors and peers that were involved had been the newcomer's recruiters during the selection procedure and they had hired the newcomer. Subjects' culture preferences and perceptions yielded two dimensions of organizational culture: concern for people and concern for goal accomplishment. Results revealed that newcomers' concern for people P‐P fit with their supervisor was related to organizational commitment and turnover intentions. P‐O fit measures for both dimensions of organizational culture were not related to newcomer affective outcomes.

Today, young adults are expected to decide between educational, vocational, and job options and to make the best choice possible. Career literatures emphasize the importance of young adults' career decision making but also acknowledge the problems related to making these decisions. The authors argue that career counselors could support clients' intuitive processing of career information and help their clients to develop a positive and flexible view of the self and the environment while diminishing concerns about accountability for and irreversibility of career decisions. The authors argue that career adaptability rather than decision making should become the focal concept of career theory and practice.

Future time perspective (FTP) may predict individual attitudes and behaviors. However, FTP research includes different FTP conceptualizations and outcomes which hinder generalizing its findings. To solve the inconsistencies in FTP research and generalize the magnitude of FTP as a driver of motivation and behavior, we conducted the first systematical synthesis of FTP relationships in three crucial life domains. Our meta-analyses of FTP studies in education (k = 28), work (k = 17), and health (k = 32) involved N = 31,558 participants, and used a conceptual model for grouping FTP constructs. To address different outcome types, we applied the Theory of Planned Behavior when coding the studies. FTP relationships with outcomes were small-to-medium, were generalizable across domains, and were strongest when the FTP construct included a mixture of cognition, behavioral intention, and affect and, in education, when the FTP measure was domain specific rather than general. There were cross-cultural differences in FTP-outcome relationships. The strength of the FTP-outcome types relationship varied for attitudes, perceived behavioral control, behavioral intention, and behaviors. The lowest effect sizes were found for FTP predicting actual behaviors in education, work, and health and between FTP and health attitudes. Theoretical implications of the findings and future research directions are discussed.

Purpose - The purpose of this paper is to examine: gender differences in the choice to perform challenging tasks, gender differences in the actual performance of challenging tasks, and the impact of challenging experiences on supervisors' evaluations of individuals' potential for career advancement.Design methodology approach - In study 1, a sample of 158 students participated in a laboratory study that examined gender differences in choosing to perform challenging tasks in a situation that stressed individual performance. In study 2, a sample of 93 interns completed questionnaires in which the authors measured their challenging job experiences. Interns' supervisors evaluated interns' potential for career advancement.Findings - In an achievement situation, women chose to perform fewer challenging tasks than men (study 1). During their internships, females had fewer challenging job experiences than males (study 2). Having challenging experiences was positively related to supervisors' evaluations of interns' potential for career advancement (study 2).Research limitations implications - The use of student samples may be considered a limitation of these studies. However, the nature of the research questions justifies an initial examination among students. Moreover, small gender differences in experiences at the start of individuals' careers may ultimately lead to increasing discrepancies between men's and women's careers.Originality value - The study is the first to examine individuals' own impact on the extent to which they experience job challenge. Moreover, it is the first that empirically examines the relationship between job challenge and evaluations of career potential.

Norms play an important role in upholding orderly and well-functioning societies. Indeed, violations of norms can undermine social coordination and stability. Much is known about the antecedents of norm violations, but their social consequences are poorly understood. In particular, it remains unclear when and how norm violators gain or lose influence in groups. Some studies found that norm violators elicit negative responses that curtail their influence in groups, whereas other studies documented positive consequences that enhance violators’ influence. We propose that the complex relationship between norm violation and influence can be understood by considering that norm violations differentially shape perceptions of dominance and prestige, which tend to have opposite effects on voluntary influence granting, depending on the type of norm that is violated. We first provide correlational (Study 1) and causal (Study 2) evidence that norm violations are associated with dominance, and norm abidance with prestige. We then examine how dominance, prestige, and resultant influence granting are shaped by whether local group norms and/or global community norms are violated. In Study 3, protagonists who violated global (university) norms but followed local (sorority/fraternity) norms were more strongly endorsed as leaders than protagonists who followed global norms but violated local norms, because the former were perceived not only as high on dominance but also on prestige. In Study 4, popular high-school students were remembered as violating global (school) norms while abiding by local (peer) norms. In Study 5, individuals who violated global (organizational) norms while abiding by local (team) norms were assigned more leadership tasks when global and local norms conflicted (making violators “rebels with a cause”) than when norms did not conflict, because the former situation inspired greater prestige. We discuss implications for the social dynamics of norms, hierarchy development, and leader emergence.