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How CEO narcissism, organizational identification, and performance feedback shape middle managers’ strategic behavior

Author

Listed:
  • Li, Xiaoxuan
  • Yang, Miles M.
  • Wang, Yue
  • Tang, Yanzhao

Abstract

Grounded in strategic leadership and organizational identification theories, this study investigates the mechanisms through which CEO narcissism influences middle managers’ divergent strategic behavior. We propose a moderated mediation model in which CEO narcissism negatively affects middle managers’ divergent strategic behavior by diminishing their organizational identification. Furthermore, we examine how performance feedback moderates this mediated relationship. We conducted two experimental studies involving 70 practitioners (Study 1) and 156 middle managers (Study 2) to empirically support the proposed model. The findings reveal that CEO narcissism undermines middle managers’ organizational identification, reducing their capacity for divergent strategic behavior. However, the negative relationship between CEO narcissism and organizational identification is weak when an organization’s performance feedback is positive and strong when it is negative. This study contributes to the literature on CEO personality and middle managers’ strategic behavior by highlighting the complex interplay of leadership traits, organizational dynamics, and feedback mechanisms.

Suggested Citation

  • Li, Xiaoxuan & Yang, Miles M. & Wang, Yue & Tang, Yanzhao, 2025. "How CEO narcissism, organizational identification, and performance feedback shape middle managers’ strategic behavior," Journal of Business Research, Elsevier, vol. 200(C).
    • Handle: RePEc:eee:jbrese:v:200:y:2025:i:c:s0148296325004874
    DOI: 10.1016/j.jbusres.2025.115664
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