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dc.contributor.authorErkutlu, H. V.en_US
dc.contributor.authorChafra, J.en_US
dc.date.accessioned2018-04-12T11:03:27Z
dc.date.available2018-04-12T11:03:27Z
dc.date.issued2017en_US
dc.identifier.issn1450-2194
dc.identifier.urihttp://hdl.handle.net/11693/37125
dc.description.abstractPurpose – The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach – Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings – The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications – This study showed that employee perception of LN decreased employee’s job embeddedness ( JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a perfect storm that reinforces narcissists’ unethical behaviors and potentially promotes narcissistic leaders. Still, it is likely that narcissists exhibit unethical and ineffective behaviors regardless of the ethical context, meaning that an ethical context does not necessarily prevent narcissistic leaders from behaving ineffectively and unethically. Thus, the implementation of management selection geared toward targeting precursors of unethical behaviors is an equally vital strategy to prevent unethical behaviors on the part of organizational leaders. Originality/value – The study provides new insights into the influence that LN may have on subordinate JE and the moderating roles of MA and BI in the link between LN and JE. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and increasing leader-subordinate relationship and JE. Keywords Behavioural integrity, Leader narcissism, Moral attentiveness, Subordinate embeddedness Paper type Research paper.en_US
dc.source.titleEuroMed Journal of Businessen_US
dc.relation.isversionofhttp://dx.doi.org/10.1108/EMJB-04-2016-0012en_US
dc.subjectBehavioural integrityen_US
dc.subjectLeader narcissismen_US
dc.subjectMoral attentivenessen_US
dc.subjectSubordinate embeddednessen_US
dc.titleLeader narcissism and subordinate embeddedness: the moderating roles of moral attentiveness and behavioral integrityen_US
dc.typeArticleen_US
dc.departmentDepartment of Tourism and Hotel Managementen_US
dc.citation.spage146en_US
dc.citation.epage162en_US
dc.citation.volumeNumber12en_US
dc.citation.issueNumber2en_US
dc.identifier.doi10.1108/EMJB-04-2016-0012en_US
dc.publisherEmerald Group Publishing Ltd.en_US
dc.identifier.eissn1758-888X


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