1. The Effects of
Narcissism on
Team Dynamics
Giovanni Alfonzetti & Yanique McKenzie
GREAT Day

2. Agenda
-Intro
-Findings
-Benefits and Challenges
-Recommendations

3. Introduction
Teams are becoming increasingly utilized within business organizations
The level of effective output is dependent on how members work as a team
Narcissists impact team dynamics- Both positively and negatively
It is necessary for managers to recognize these traits in order to properly:
- motivate narcissists, abstain from social loafing, harness their commonly
effective leadership abilities, as well as prolong their success.

4. To what extent does narcissism
affect team dynamics?
1. Natural leaders
1. May cause tension and discord because of self-inflation
1. Self-serving bias
Source: (Campbell et al, 2010)

5. What are the best ways to motivate
narcissistic team members?
Publicize their contributions
Acknowledge and highlight their work
Provide High Self- Enhancement Opportunity
Source: (Woodman et al, 2011)

6. What Unique Benefits and Challenges can a
Narcissist Contribute to a Team?
Benefits:
Narcissists tend to have the same qualities as an effective leader
(O’Reilly, Doerr, Caldwell and Chatman, 2013)
Narcissists are motivated for success
(Woodman, Roberts, Hardy, Callow and Rogers, 2011)
Challenge:
Narcissists may succeed short term, but over time they will destroy the
team system
(Campbell, 2011)

7. Experiment Results

8. Recommendations
Firms or groups operating in high-velocity, turbulent markets should
follow an ego-centric network structure in team environments.
-Good for generating
new ideas
-Knowledge flows to
the focal member
Specific
problems Routine Tasks
Have HR distribute an anonymous feedback survey to individuals
working in teams.

9. Recommendations cont.
Try to build teams with only one narcissistic member to avoid destructive
conflicts within the ego-centric model.
Require team decisions to be unanimous or majority derived.
Ensure that narcissistic individuals are more involved with new product
development and less so with routine tasks and existing problems with
products, services or processes.

10. Questions?

11. Works Cited
Buyl, T., Boone, C., & Matthyssens, P. (2013). The impact of the top management team's knowledge diversity on organizational ambidexterity: A conceptual framework. International Studies of Management & Organization,
42(4), 8. Retrieved from http://search.proquest.com/docview/1286680994?accountid=11072
Campbell, W., Hoffman, B., Campbell, S., & Marchisio, G. (2010). Narcissism in Organizational Contexts.Human Resources Management Review, 21(4), 268-284. Retrieved November 14, 2014, from
http://www.sciencedirect.com/science/article/pii/S1053482210000574
O'Reilly, C. A., III, Doerr, B., Caldwell, D. F., & Chatman, J. A. (2014). Narcissistic CEOs and executive compensation.Leadership Quarterly, 25(2), 218. Retrieved from
http://search.proquest.com/docview/1507601257?accountid=11072
Nevicka, B. (2011). Narcissistic leaders: the appearance of success. Reality at Odds with Perceptions: Narcissistic Leaders and Group Performance. 110. Retrieved from http://dare.uva.nl/document/2/96479
Smedlund, A. (2010). Characteristics of routine, development and idea networks in teams. Team Performance Management,16(1), 95-117. doi:http://dx.doi.org/10.1108/13527591011028942
Woodman,T., Roberts, R., Hardy, L., Callow, N., & Rogers, C. H. (2011). There is an
"I" in TEAM: Narcissism and social loafing. Research Quarterly for Exercise and Sport, 82(2), 285-290. Retrieved from http://search.proquest.com/docview/893281033?accountid=11072