Abstract

The study investigated the relationship between team-level narcissism, team processes, decision-making constructs, and outcomes. Specifically, the study aimed to examine the impact of team-level narcissism on information sharing and the mediating role of relationship conflict. The study also investigated the direct and indirect impact of team-level narcissism on team-level decision making constructs (i.e., staff validity, hierarchical sensitivity, and team informity) proposed by Hollenbeck et al. (1995). Lastly, it examined whether the core team-level decision-making constructs explained significant variance in team decision-making accuracy. The sample included 62 teams from SONA and Prolific samples. Evidence was found for the negative impact of team-level narcissism on information sharing, while the rest of the proposed direct and indirect effects between team-level narcissism, team processes, and team decision-making constructs were not supported. Moreover, the results of the primary and supplementary analyses suggested a negative relationship between both relationship- and task conflict, and information sharing. The core team decision-making constructs proposed by Hollenbeck and colleagues explained significant variance in team decision-making accuracy.

Notes

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Graduation Date

2022

Semester

Fall

Advisor

Burke, Shawn

Degree

Master of Science (M.S.)

College

College of Sciences

Department

Psychology

Degree Program

Industrial/Organizational Psychology

Format

application/pdf

Identifier

CFE0009416; DP0027139

URL

https://purls.library.ucf.edu/go/DP0027139

Language

English

Release Date

December 2022

Length of Campus-only Access

None

Access Status

Masters Thesis (Open Access)

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