Moderating Variables with Narcissism Example

An article on the Business Daily Newspaper by Professor Scott serves as the Director of the New Economy Venture Accelerator (NEVA) and Chair of the Faculty Senate at the United States International University-Africa,Adika strode confidently into the office. He knew his work and he grasped that he performed well. He met with clients who believed his confidence came from a strong company product. Adika viewed himself as self assured and strived to guide his team on the right corporate path. Conversely, Wekesa worked for Adika and saw him a different light. Wekesa viewed Adika as arrogant who felt no concern for employees’ feelings. She found that he often proclaimed unrealistic visions of the future and what the team would achieve. In meetings, Wekesa noticed that Adika did not listen to the opinions of the staff and tried to push his version, his agenda, and his ideas without regards to others. While certainly self bias exists as a major element of human psychology whereby we judge ourselves more kindly than we assess others, the issue with Adika hits at a deeper problem in today’s workplace. How many readers know a manager in their workplace who exhibits Adika’s characteristics? Business Talk discussed the prevalent disconnect between what science knows and what businesses actually do during the research series. Thankfully, some managers increasingly apply scientific principles into their leadership techniques. Others lack self awareness. As discussed in previous weeks, the world contains causes and effects. Cause a crime, then the effect may include jail time. Desire the effect of high profits in your company, then the causes surrounding employee motivation and their organisation citizenship behaviour should feature prominently in your thoughts. Such linear thinking of independent variables leading to dependent variable outcomes sets strong managers apart from mediocre performers. Inasmuch, organisation citizenship behaviour scientific techniques for managers have existed since 1938. Scientists continue to uncover numerous other organisation citizenship behaviour methods that help employees build willingness to cooperate, perform dependably, innovate, and engage spontaneously at work. As discussed in Business Talk previously, executives desire their employees to display the following components of organisation citizenship behaviour uncovered by prolific researcher Philip Podsakoff among others: altruism, conscientiousness, sportsmanship, courtesy, and civic virtue in the workplace. The five aspects pack a potent workplace recipe for outstanding performance growth