Narcissists Inspire Boldness But Erode Trust

Could you share how your experience in both industry and academia has shaped your approach to teaching organisational behaviour?

My experience in both industry and academia enhances my teaching of organisational behaviour (OB). The industry provides practical insights into organisational dynamics, leadership, and team interactions, allowing me to use real-world examples and make the delivery relevant. Academia deepens my theoretical understanding and analytical skills, helping me teach students to critically analyse behaviours using evidence-based approaches and frameworks.

Your research on Machiavellianism and impression management is fascinating.What key insights emerged, and how can managers apply these findings in the workplace?

Research on Machiavellianism and impression management highlights their impact on individual success and workplace culture. Machiavellian individuals often use impression management to prioritise self-interest, which may harm trust and collaboration. Impression management can be positive if used to build rapport but negative if manipulative. The effects depend on organisational culture — competitive environments may foster Machiavellian behaviour, while collaborative cultures may not. Managers can mitigate negative impacts by hiring for cultural fit, promoting ethical standards, and encouraging transparency. Training and feedback mechanisms can help create a more authentic, collaborative workplace focused on substance over style.

Your work explores how traits like narcissism impact organisational behaviour. What surprising relationships have you uncovered, and what implications do these have for team dynamics?

Research on narcissism and organisational behaviour reveals both positive and negative effects. Narcissists can drive bold decisions and inspire others with their confidence but may cause conflicts and reduce team cohesion by disregarding others’ input. Their self-promotion can create visibility but also tension within teams, eroding trust. Narcissists often dominate group decision-making, which can suppress creativity, though it may unite teams in high-pressure situations. In hierarchical, high-stakes environments, narcissism is amplified. Managers should balance confidence with team harmony, encourage collective goals, and value diverse input to mitigate narcissism’s negative impact on team dynamics.

With your background in consulting and support roles, how do you bring practical insights into your organisational behaviour classes for MBA students?

With my background, I bring practical insights into organisational behaviour by using real-world examples and case studies. This helps students see how OB theories apply in business contexts and equips them with tools for problem-solving. I also focus on skills like stakeholder management, negotiation, and communication, showing their impact on team dynamics and decision-making. By analysing real cases and encouraging collaboration, I help students connect theory to practice, preparing them for real-life managerial challenges.

Could you tell us about the impact of person-organisation fit on employee wellbeing, based on your research? How can leaders use this understanding to foster a healthier workplace?

Research on person-organisation (P-O) fit shows that alignment in values, culture, and goals improves employee well-being and job satisfaction and reduces stress. A poor fit can lead to disengagement and burnout. Leaders can enhance job satisfaction and retention by focusing on cultural fit during recruitment and reduce stress by supporting diverse work styles. Improved team dynamics and collaboration result from shared values, and offering growth opportunities aligned with employee goals boosts engagement. Leaders should prioritise hiring for cultural fit, communicate values clearly, and provide feedback to foster a supportive, high-performing work environment.

What motivated you to research the “Dark Triad” traits and their impact on organisational citizenship behaviour? What practical applications do you see for companies in understanding these traits?

Research on the “Dark Triad” (Machiavellianism, narcissism, and psychopathy) explores their impact on workplace behaviour. Although these traits are often negative, they can affect both individual and team dynamics. Key insights include:

• Identifying risk factors: Individuals with Dark Triad traits may initially seem confident but can undermine trust and morale over time. Screening during recruitment can help avoid hiring individuals who don’t align with the organisation’s values.

• Building resilient teams: A strong, shared culture can counteract the adverse effects of these traits by fostering inclusivity, ethical behaviour, and open communication.

• Encouraging positive behaviour: Structuring recognition around team achievements and ethical behaviour can motivate individuals with Dark Triad traits to engage in positive behaviours like organisational citizenship behaviours.

• Training managers: Educating managers to handle difficult personalities with skills like conflict resolution and emotional intelligence can improve team dynamics and minimise disruption.

Overall, understanding the Dark Triad can help organisations mitigate adverse effects while fostering a healthier, collaborative environment.

Among your many conference presentations, which study are you most passionate about, and what core message do you hope it conveys to future managers?

My research on narcissism explores how it drives impression management motives, as narcissistic individuals seek recognition and engage in self-promotion to maintain a favourable image. While this can bring energy and confidence, it may also lead to self-interest over group goals, damaging trust and collaboration. Managers should foster authenticity and transparency, promoting honest communication and valuing teamwork over self-promotion. Additionally, they should be aware that impression management, though it may appear confident, doesn’t equate to competence. This awareness helps create balanced teams where individual contributions are valued and narcissistic traits don’t hinder collaboration.

How has receiving training at the AMJ Paper and Idea Development Workshop influenced your research process or teaching methods?

Attending the AMJ Paper and Idea Development Workshop refined my research and teaching. It taught me to approach research with a focus on originality, impact, and real-world relevance, ensuring that my studies address organisational challenges. In teaching, I emphasise critical thinking, encouraging students to question theories and evaluate their practical applications. I incorporate hands-on activities to engage students in the research process. The workshop enhanced my ability to foster deeper analysis in both research and teaching, equipping students with the skills to apply organisational behaviour concepts effectively in their careers.

What are some of the most effective ways you’ve found to engage MBA students in organisational behaviour, especially when discussing complex traits like Machiavellianism and narcissism?

To engage MBA students in organisational behaviour, especially complex traits like Machiavellianism and narcissism, I use interactive and real-world methods:

• Case studies and simulations: Real-life scenarios and role-playing exercises help students understand how these traits affect leadership, decision-making, and team dynamics.

• Self-reflection and peer discussions: Encouraging students to connect personal experiences with theory deepens their understanding of how these traits influence professional relationships.

• Debates and ethical dilemmas: Debates on the benefits and drawbacks of these traits help students navigate their implications for leadership.

• Linking to leadership: I tie these traits to broader leadership discussions, focusing on creating ethical, transparent workplace cultures.

These strategies foster an open, engaging environment where students can explore challenging topics and gain practical skills in OB.

How do you see the field of organisational behaviour evolving, particularly in the context of modern workplace challenges?

Organisational behaviour is evolving in response to modern workplace challenges like technological disruption, globalisation, and diversity, equity, and inclusion (DEI). Key trends include:

• Employee well-being and mental health: OB integrates mental health, work-life balance, and stress management to promote well-being and prevent burnout.

• Agility and change management: OB adapts to rapid change, focusing on agility, stability, and maintaining employee engagement during transformation.

• Diversity, equity, and inclusion: Research explores managing diverse teams, reducing biases, and creating equitable opportunities, leading to better collaboration and decision-making.

• Technology and remote work: OB examines how remote work and technology impact organisational culture, communication, and trust.

• Leadership in the digital age: Leadership evolves to balance traditional skills with new competencies like technological fluency, emotional intelligence, and adaptability.

• Sustainability and social responsibility: OB explores embedding sustainability into organisational cultures and aligning goals with societal values.

Managers need flexibility, emotional intelligence, and an inclusive leadership style to adapt to these trends and support employee well-being, collaboration, and a strong organisational culture.