Thinking paradoxically: How and when female narcissistic leaders integrate gender–leader identities

Lu Chen1
1School of Economics and Management, Center for West African Studies, University of Electronic Science and Technology of China, People’s Republic of China
Cite this article:  Chen, L. (2018). Thinking paradoxically: How and when female narcissistic leaders integrate gender–leader identities. Social Behavior and Personality: An international journal, 46, 339-352.

Volume 46 Issue 2 | e6910 | Published: February 2018 | DOI: https://doi.org/10.2224/sbp.6910

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I focused in this research on how and when female leaders’ narcissism facilitates gender–leader identity integration. Drawing upon paradox theory, I examined whether or not female leaders’ narcissism was positively related to identity integration, and if this positive relationship was strengthened by leader humility. I also applied a self-affirmation perspective to determine whether or not female leaders’ narcissism facilitated identity integration by promoting positivity in leader identity. Finally, I applied paradox theory to examine whether or not female leaders’ positivity in leader identity was positively related to identity integration, and, if it was, whether or not this positive effect was strengthened by positivity in gender identity. The proposed model was supported by data obtained from a sample of 248 Chinese female managers and their 534 immediate subordinates. I discuss the theoretical and practical implications of these results in the context of narcissism, humility, identity integration, and female leadership.

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