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<p>Prior research has produced inconsistent findings on the relationship between leader narcissism and new product development (NPD) outcomes, largely because it neglects both the distinct motivational orientations inherent in narcissism and the behavioral processes through which leader traits influence innovation outcomes. Drawing on trait activation theory and the dynamic capability perspective, we differentiate between narcissistic admiration and rivalry and propose a process-oriented, contingency-based model in which organizational strategic agility shapes whether and how these dimensions of narcissism translate into NPD performance through design thinking practices. Using multi-source, multi-wave data from 210 NPD leader–subordinate dyads in China, we find that narcissistic admiration is positively related to NPD performance via design thinking practices at moderate and high levels of strategic agility. In contrast, narcissistic rivalry exhibits a negative indirect effect on NPD performance via design thinking practices at low levels of strategic agility. This study helps reconcile mixed findings regarding the link between narcissism and NPD outcomes, advances a process-oriented view of leader personality effects, and highlights how firm-level capabilities channel leaders’ motivational orientations into collective innovation outcomes.</p>

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From ego to innovation: how leader narcissism affects new product development performance via design thinking practices

  • 期刊论文

  • 发表日期：

    2026年7月28日

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  • Hongxin Wang,
  • Yingzhao Xiao,
  • Wenqing Wu

摘要

Prior research has produced inconsistent findings on the relationship between leader narcissism and new product development (NPD) outcomes, largely because it neglects both the distinct motivational orientations inherent in narcissism and the behavioral processes through which leader traits influence innovation outcomes. Drawing on trait activation theory and the dynamic capability perspective, we differentiate between narcissistic admiration and rivalry and propose a process-oriented, contingency-based model in which organizational strategic agility shapes whether and how these dimensions of narcissism translate into NPD performance through design thinking practices. Using multi-source, multi-wave data from 210 NPD leader–subordinate dyads in China, we find that narcissistic admiration is positively related to NPD performance via design thinking practices at moderate and high levels of strategic agility. In contrast, narcissistic rivalry exhibits a negative indirect effect on NPD performance via design thinking practices at low levels of strategic agility. This study helps reconcile mixed findings regarding the link between narcissism and NPD outcomes, advances a process-oriented view of leader personality effects, and highlights how firm-level capabilities channel leaders’ motivational orientations into collective innovation outcomes.