created by theconstellinguist on 31/01/2024 at 21:34 UTC*
7 upvotes, 1 top-level comments (showing 1)
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https://repositorio.uchile.cl/bitstream/handle/2250/136881/Too-arrogant-for-their-own-good.pdf?sequence=1[1][2]
3: https://www.reddit.com/r/zeronarcissists/
1. Advice taking is central to making better decisions, but some individuals seem unwilling to use advice. The present research examined the relationship between narcissism and advice taking. In particular, we studied the mechanisms that explain why narcissists are dismissive of advice.
2. Results showed that the narcissism–advice taking relationship was strongly negative under process accountability. Taken together, these results suggest that n**arcissists eschew advice not because of greater confidence, but because they think others are incompetent and because they fail to reduce their self-enhancement when expecting to be assessed.**
1. . For example, advice is more likely to be used when it (a) **comes from experienced people (Feng & MacGeorge, 2006), (b) comes from confident individuals (Swol & Sniezek, 2005), and (c) is expensive** (Gino, 2008)
1. Narcissism reflects a belief in one’s superior qualities, including intelligence, attractiveness, and competence (Carlson, Naumann, & Vazire, 2011; Gabriel, Critelli, & Ee, 1994; John & Robins, 1994). Narcissists tend to experience a sense of self-admiration and superiority (Emmons, 1987). Perhaps for this reason, some practitioners **have reported that narcissists are poor listeners and disregard others’ judgments, especially if they are in conflict with narcissists’ own judgments (Lubit, 2002; Maccoby, 2000)**
1. In our examination, we focus on the mechanisms that may explain why and under what circumstances narcissists will be dismissive of advice from others. Specifically, we examine three primary characteristics of narcissism: **a positive view of the self, a lack of concern for others, and the use of self-enhancement strategies** (Campbell & Foster, 2007).
1. **Decision makers who take into account others’ opinions or judgments**—even if they use simple strategies to aggregate this information—**can improve their judgment or choice (Clemen, 1989) and reduce error (Larrick & Soll, 2006).**
1. Indeed, the use of advice is related not only to individual performance, but also to firm performance (McDonald & Westphal, 2003), **with research demonstrating that firms whose CEOs tended to solicit advice from people who offered strategic perspectives different from their own were more likely to perform better than firms whose CEOs who did not** (McDonald, Khanna, & Westphal, 2008).
2. **Third, superiority biases suggest that people tend to believe they are more accurate and important than others** (Hoorens, 1993; Krueger & Mueller, 2002), which would explain why they ignore others’ advice (Harvey & Harries, 2004; Soll & Mannes, 2011). This third account suggests that people with greater superiority bias should take limited advice, if any, when making decisions. **As we review in the next section, individuals high on narcissism have greater superiority bias and tend to be poor listeners who discount others’ input.** These characteristics and tendencies should lead narcissists to engage in less advice taking than non-narcissists.
1. First, narcissists’ positive view of the self implies that narcissists (a) think they are better than others (John & Robins, 1994), (b) have inflated beliefs about their skills compared to objective measures or others’ ratings (Farwell & Wohlwend-Lloyd, 1998; Judge, Lepine, & Rich, 2006), (c) believe they are special and unique (Emmons, 1984; Kubarych, Deary, & Austin, 2004), and (d) have high levels of entitlement and selfishness (Campbell, Bush, Brunell, & Shelton, 2005; Miller, Price, & Campbell, 2011b).
2. Second, narcissists tend to disregard others and are concerned with possessing agentic (e.g., competence) rather than communal (e.g., friendliness, empathy) characteristics (Jordan, Giacomin, & Kopp, 2014).
3. Third, narcissists utilize self-enhancement strategies to regulate their self (Campbell, Hoffman, Campbell, & Marchisio, 2011). Self-enhancement involves ‘‘motives and self-directed effort to increase the positivity of one’s self-concept or public image’’ (Wallace, 2011, p. 309). **In other words, narcissists expend a lot of effort engaging in behaviors that make them appear and feel grand (**Campbell & Foster, 2007).
4. the narcissistic perspective involves a permanent quest aiming at trying to achieve self-affirmation. **This results in behaviors including showing off and dominating conversations (Holtzman, Vazire, & Mehl, 2010), as well as affiliating with high-status individuals and competing to emerge as winners (**Buss & Chiodo, 1991; Wallace & Baumeister, 2002).
5. **Narcissistic features: overconfidence, egocentrism, and core self-evaluation** (see Chatterjee & Hambrick, 2007; Hiller & Hambrick, 2005).
6. However, it is the unique conglomeration of characteristics comprising narcissism that distinguishes narcissism from these other constructs. **For example, overconfidence refers to an excessive conviction in the accuracy of one’s beliefs**
1. **However, overconfidence lacks some key features of narcissism, such as the absence of concern about others, a sense of entitlement, and selfishness** (Campbell, 1999; Grijalva & Harms, 2014).
1. Similarly, egocentrism is an inability to differentiate between aspects of self and others (Liotti, 1992; Piaget, 1926) and is characterized by a lack of perspective taking (Epley, Keysar, Van Boven, & Gilovich, 2004). In other words, egocentric individuals only see the world from their own view.2 **Narcissism differs from egocentrism in at least one important issue. In egocentrism, people have difficulties in seeing others’ views; in narcissism, people do not care about these views or may even become infuriated when others fail to have their same perspective**
2. **“If you can convince someone, you don’t have to kill him.” -Vladimir Putin**
1. First, narcissists’ positive view of their self should lead to overconfidence. Campbell et al. (2004) found that individuals high on narcissism exhibited more overconfidence than their less narcissistic counterparts; that is, they showed greater confidence in their judgments but did not exhibit greater accuracy. The authors also found that narcissistic decision makers took greater risks, which led to an underperformance on a betting task. Consistent with this, Chatterjee and Hambrick (2007) **investigated the effect of CEOs’ narcissism on their firms’ strategy and performance, and found that companies with more narcissistic CEOs had more extreme and unstable performance.** The authors concluded that this was because the CEOs were overconfident and took bold actions
1. theorized tha**t narcissistic executives are poor listeners because they are distrustful of others’ intentions. When individuals high on narcissism encounter others who have beliefs that are different from their own, they tend to think that those views are inferior and ignorant; they may even attempt to correct those views** (Saucier & Webster, 2010). This is consistent with Smalley and Stake (1996; see also Morf & Rhodewalt, 1993)
1. When narcissists encounter feedback that conflicts with their grandiose sense of self, they tend to discredit the person who provided the feedback and disregard the feedback as being inaccurate.
2. . **This discrediting of others’ opinions and failure to see the relevance of others’ views has been referred to as narcissistic myopia (Baumeister & Vohs, 2001). In sum, narcissistic individuals are likely to view others’ advice as useless and inaccurate; which, in turn, would lead them to avoid using advice when making decisions.**
Accountability as justification
1. d accountability as the implicit or explicit expectation that an individual may be called on to justify his or her actions or outcomes to others. The anticipation of having to justify actions to others often changes both the way people reach decisions (i.e., the process of making decisions) and the outcome of the decisions themselves (Lerner & Tetlock, 1999; Tetlock, 1985)
Process accountability is scrutiny of reasoning and the reasoning process, and whether this process is sound, sane, coherent, and competent
1. **In contrast, process accountability has been defined as ‘‘a condition in which evaluation is based on the quality of the decision making process used to produce the response’’** (Slaughter et al., 2006, p. 49). The outcome of the decision is (ostensibly) irrelevant to the evaluation of the process (Brtek & Motowidlo, 2002). In the laboratory, process accountability is typically operationalized by informing participants—before they make their decision—that after the decision **they will have to provide reasons and write their procedures that motivated their action, that these written protocols will be scrutinized, and that they will have justify them in front of others**
Self-enhancement is social-comparative; **process accountability frustrates self-enhancement in trying to make the narcissist feel grand around others because they have to answer to others and cannot be self-serving if it does not make them rank well from a process accountability perspective.**
1. ). Thus, process accountability works as a deterrent to self-enhancement (Sedikides, Herbst, Hardin, & Dardis, 2002) because, in order to avoid rejection, the perceived presence of others generally makes people behave in a more conforming, less self-serving way than they would do in private (Baumeister, 1982; but see Gino, Ayal, & Ariely, 2013). **This increases self-criticism, which should lead individuals to heed others’ advice.**
2. They consistently found that participants who were held accountable provided lower ratings for themselves than participants who were not held accountable.
3. **The superiority bias is one of the reasons people discount advice; people give more weight to their own judgment than others’ because they think others are less accurate** (Harvey & Harries, 2004). Process accountability, therefore, should lead people to take more advice from others.
Predictions in the Experiment
1. **We expect that accountability will deter self-enhancement and increase advice-taking behavior only among those who are less narcissistic.** For those high on narcissism, the effect of process accountability would be different. As Sedikides et al. (2002) argued in the discussion of their findings, ‘‘**we would expect resistance and even a measure of immunity to the impact of accountability on the self-enhancement inclinations of individuals... high on narcissism’’ (p. 602).**
1. **After all, narcissists tend to believe that their opinions are superior to others, and as a result, they exhibit resistance to persuasion.**
2. Putin’s insistence that facts are opinions is a good example.
3. In contrast, those high on narcissism did not reduce their self-enhancing tendencies when they were held accountable **because they don’t respect accountability if it comes from others that cause narcissistic injury or aren’t important enough to them (aren’t glamorous others who they want to be seen with and inflate their self-importance).**
1. Previous research suggests that narcissists may indeed exhibit increased self-enhancement under process accountability. Narcissism is related to displays of exhibitionism and a strong need for individuality, dominance, and uniqueness (Emmons, 1987; Grijalva & Harms, 2014; Sedikides & Gregg, 2001). Moreover, narcissists usually engage in self-presentational strategies that magnify these characteristics (Ames & Kammrath, 2004). They are willing to sacrifice being likable to others in order to show their grandiosity (Miller et al., 2011a,b; Raskin, Novacek, & Hogan, 1991). In other words, people high on narcissism do not seek the social approval that the non-narcissist may pursue to avoid being criticized under process accountability; narcissists’ need for individuality may lead them to seek admiration by exhibiting their dominance and individualism.
2. The continued indignance of Trump on twitter is a good example.
1. In summary, there are two reasons of why we expect that process accountability (i.e., the expectation to justify a decision in front of others) will not deter self-enhancement among narcissists, and may actually increase it: **(a) narcissists’ beliefs that they do not need to conform to others’ expectations, which make their opinions resistant to persuasion and (b) the presence of others make narcissists act in a more dominant, individualistic, and unique way.** Based on the preceding discussion, we expected a strong negative relationship between narcissism and advice taking under process accountability.
2. Furthermore, given that most people tend to underestimate the importance of using advice (Yaniv, 2004), rewarding decision makers’ accuracy would not have an effect on advice taking. For outcomes (or incentives) to have an effect on decision making, individuals must know the strategies that could work in the first place (e.g., advice taking); **in other words, decision makers must possess the ‘‘cognitive capital’’ to recognize when to apply the right decision strategy** (Camerer & Hogarth, 1999).
1. However, learning doesn’t happen much in outcome accountability.
2. Several authors have found that, in contrast to process accountability, outcome accountability fails to improve decisions and their consequences
1. **non-narcissistic (or humble) individuals, such as being cautious, learning from criticism, and recognizing the contributions of others, among others**. After this, we asked participants to think about a decision they made in which others were involved and in which they made the decision in a **humble, democratic, prudent, modest, and cooperative manner**
1. Dominant, authoritative, bold, and persuasive manner
2. In sum, the results of Study 2 show that narcissism is negatively related to advice taking. By manipulating participants’ state level of narcissism**, we showed that narcissists used significantly less advice than non-narcissists,** essentially replicating our results from Study 1. 1. They are more likely to have their comments turned off (unless exceptionally abusive), to not engage with comments (unless exceptionally abusive), or otherwise evade advice and feedback.
Non-narcissists not only valued advice and others’ input, but they used it.
1. On the other hand, non-narcissists not only perceived the advice to be useful, they used it
1. This suggests that because narcissists think other are people are inferior (Kernis & Sun, 1994), narcissists perceive others as less competent. **This lack of perceived competence makes narcissists then judge advice as less useful, which, in turn, makes them less likely to use the advice they receive.**
2. **In other words, these findings suggest that non-narcissistic individuals tend to increase their use of advice under process accountability.** This is consistent with the modesty effect found by Collins and Stukas (2008). Narcissistic individuals, however, were unaffected by this pressure.
3. By emphasizing the importance of narcissism, the belief that other people and their opinions are unimportant, and process accountability in advice taking. Second, there has been virtually no attention to the influence of personality traits on advice taking (Bonaccio & Dalal, 2006; Dalal & Bonaccio, 2010).
1. This is unfortunate, as advice taking is related to better decisions and job performance (Sparrowe, Liden, Wayne, and Kraimer (2001)
1. However, the mediation analyses conducted in Studies 1 and 2 did not support the hypothesis that confidence mediated the negative narcissism–advice taking relationship; rather, what was driving this relationship was narcissists’ assessment of others’ advice as useless and inaccurate.3
1. **This suggests future research for an intersection of intellectual disability being interpreted in favor of the ego (the other person is wrong, not them; if it was right, they would use it) instead of out of favor of the comprehensive mechanism (they’re not understanding it well) as a feature of narcissim:** For example, prior studies have shown that process accountability can increase decision accuracy, such as job interview validity. however, these effects appear to be limited to those who are relatively less narcissistic.
1. Our results may also help explain findings from a meta-analysis on the relationship between narcissism and job performance (O’Boyle, Forsyth, Banks, & McDaniel, 2012). O’Boyle and colleagues found that this relation depended on the individual’s position in the organization’s hierarchy: **it was more strongly negative for individuals in positions of authority than for individuals in low-position jobs. This means that narcissists fare poorly when in positions of authority.**
Individuals high in narcissism have lower leadership effectiveness even though they score themselves higher for leadership effectiveness
1. This is also in congruence with a recent meta-analysis showing that those individuals who are high on narcissism tend to have poorer leadership effectiveness than those at midrange levels of narcissism (Grijalva et al., 2015).
2. **This can be explained by the fact that effective decision making is one of the most important managerial tasks (Drucker, 2003), and, as noted, using others’ advice is an important strategy to making better decisions** (Ciampa, 2006; Soll & Larrick, 2009).
3. Our results suggest that narcissistic managers may perform poorly, among other reasons, becaus**e they are particularly ineffective in taking into consideration advice from others when making decisions.**
4. **This is consistent with Lubit’s (2002) idea that narcissistic managers avoid ‘‘the real interchanges of ideas needed for optimal decision-making’’**
5. Interestingly, this finding suggests that narcissists’ spite for others can occur regardless of their confidence in their own skills (Wink, 1991).
1. Wink indeed argues that some narcissists are vulnerable and lack self-confidence, but they still disregard others and are perceived as intolerant.
1. **Excessive comparisons to the “gadfly” of Socrates when anyone basically asks them to examine their reasoning.** 1. For those who don’t know, Socrates was the victim of narcissists way back in the BC era. He was given poison for “corrupting the youth” but most of what he did was ask them to examine their reasons. There was some behavior still considered illegal to this day on his end though; however, the real threat was his insistence on thinking critically.
2. **Aversion to critical thinking, even if impersonal, simply because nobody’s criticism but their own is respected by the narcissist; denial of investigations, findings, etc., that are not in their favor due to contempt for anyone other than themselves as incompetent (but will immediate find those same findings if the roles are reversed, showing a lack of ability to take another’s position):**
3. **Narcissists take less advice than non-narcissists because they are motivated by their despise for others.**
4. **Narcissists are most likely to show knee-jerk, unexamined contempt and belief in the incompetence of others, even before they have the full account of information being proffered. This reflects the narcissist’s overconfidence that they understand the situation (in most cases, they do not.)**
5. Likewise, non-narcissists under process accountability take more advice than non-narcissists under no accountability or outcome accountability, because they are motivated by self-effacing strategies: trying to present themselves in modest ways and assessing their judgments and decisions critically
Audiences can incentivize narcissism
1. **The audience can potentially incentivize narcissism by favoring machismo in decision-makers, i.e., those who don’t consult others and make decisions without giving others credit (which in a submit-dominate paradigm is seen as giving power away, when in fact it is really gaining power):** . Future research should examine how different audiences may enhance or reduce advice taking. It would be interesting to study what preferences decision makers attribute to powerful or high status audiences. **If** i**ndividuals assume that powerful audiences prefer assertive decision makers, these individuals might take less advice from others to signal self-confidence** (for a recent study on how overconfidence signals competence and high status, see Anderson, Brion, Moore, & Kennedy, 2012)
1. For example, in countries with collectivistic cultures, such as Indonesia or Colombia (Hofstede, 2001; Triandis, 1995), the effect of procedural accountability could have been stronger, perhaps overriding the effect of narcissism (see Grijalva & Newman, 2015). Thus, the way accountability affects expressions of self-enhancement in different cultures is an issue that merits future research attention.
Comment by ImportantBug2023 at 02/02/2024 at 00:47 UTC
3 upvotes, 1 direct replies
Seems like a textbook case of why Trump shouldn’t have power. He can’t accept anything that is not in his thinking. Not even the law.
I see Putin got a mention as well.
No wonder the world has a problem.