Navigating change in turbulent times: the role of narcissistic leadership and humility

Ghasem Eslami, Alireza Khorakian, Yasaman Norouzinik, Leila Kharazmi and Mohammad Gholami

International Journal of Complexity in Leadership and Management, 2025, vol. 4, issue 2, 107-135

Abstract: In an era of constant change, particularly during crises, effective leadership is vital for organisational sustainability. This study examines the impact of narcissistic leadership on employees' affective commitment to change during the COVID-19 pandemic, focusing on the mediating role of readiness for change and the moderating effect of leader humility. Data were collected from 312 employees and managers in government organisations across eastern Iran. Findings reveal that narcissistic leadership negatively affects both readiness for change and affective commitment. Readiness for change partially mediates this relationship. Additionally, leader humility moderates the impact of narcissistic leadership, offering a nuanced understanding of how paradoxical leader traits influence employee attitudes. The study contributes to leadership and change management literature by shedding light on the complex interplay between narcissism and humility in shaping employee readiness and commitment to organisational change during crisis periods.

Keywords: narcissistic leadership; humility; readiness for change; affective commitment to change; COVID-19. (search for similar items in EconPapers)
Date: 2025
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