Combined Effect of Leader’s Narcissism and Power Distance on Perceived Procedural Justice and Counterproductive Work Behaviour

Abstract

A substantial body of literature has illustrated the negative consequences associated with dark triad of leadership. More recently, researchers have paid increasing attention to the effects of narcissist leadership in organizational dynamics, but the research is still in its youth. This study examines the effect of leader’s narcissism on counterproductive work behaviour of employees (in the context of social exchange theory). The study examines the relation in cultural context by introducing the moderating role of Power Distance by investigating the mediating role of employees perceived procedural justice. A total of 260 questionnaires were distributed in the employees from different sectors but mostly from service industry. A sample of 202 employees was chosen to investigate these effects. Regression analysis on the data of 202 employees reveals that perceived procedural justice partially mediates the relationship of leader’s narcissism and counterproductive work behaviour. Study also finds that leader’s narcissism has a strong negative correlation with perceived procedural justice with employees having low power distance than for the employees having high power distance. The research gives us a complete framework of the intensity of a leader’s negative traits in different cultural contexts. The study also examines that how different contextual parameters such as culture act as buffer in dark triad of leader’s personality and CWB. Organizations can make use of the research findings to predict the future behavioural outcomes of the employees and the effect of the leadership in the long run.