How leader–subordinate (In)congruence in narcissism influences leaders’ effectiveness: the mediating role of relationship conflict

Purpose Previous research on narcissism and leadership seldom takes into account the leader–subordinate dyadic relationship and ignores the role of subordinate. Drawing on the contextual reinforcement model of narcissism, the purpose of this study is to explore the joint effects of both leaders’ and their subordinates’ narcissism on the former’s effectiveness through the latter’s perceived relationship conflict with them (RCWL). Design/methodology/approach Self-report data were collected from 315 full-time employees using a three-wave survey. Polynomial regression and response surface analysis were used to test the hypotheses. Findings The results of this study reveal that although RCWL is higher when leaders’ narcissism is higher along both congruence and incongruence line, RCWL is lower when leaders’ narcissism exceeds that of their subordinates than it falls short of subordinates’ narcissism when both leader’s and subordinate’s narcissism are low. Furthermore, the results of this study also demonstrate that leader–subordinate (in)congruence in narcissism has an indirect influence on the leaders’ effectiveness because of the resulting relationship conflict, and that the response surface of the total effect of joint narcissism on leader effectiveness possesses a convex surface, which demonstrates that leader effectiveness is lower at the median point when compared to the low- and high-level congruence points. Originality/value This study not only contributes to fit theory, vertical relational conflict and research on narcissistic leader by simultaneously investigating both leaders’ and subordinates’ narcissism and their joint influence on leader–subordinate relational conflict and leaders’ effectiveness but also offers several practical recommendations for companies to enhance leaders’ effectiveness.