International Journal of Management, Accounting and Economics
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Volume 2, No. 12, December 2015 Pages: 1497 - 1507
The General Review of the Leader’s Self Enhancement on the Organization
Teoh Kae Nging, Rashad Yazdanifard
Corresponding author:
kaenging[at]gmail[dot]com
Abstract:
One of the self-evaluating motives is that of self enhancement and it is a focus on making oneself happy and to maintain personal self-esteem. Leaders with a self enhancement bias are linked to low interpersonal relationships and low performance. People do not like to work with self-enhancers because they come across as egotistical, hostile, insensitive and lacking empathy; this result in poor relationships which then leads to poor performance. However, the self-enhancing leader could also help to encourage the growth of an organization. This research reviews the several effects of self enhancement on leaders. In conclusion, self-enhancing leaders who focus on self enhancement could be effective leaders if applied in the right situation.
Keywords:
Leadership, Self-enhancement, Interpersonal relationship, Performance.
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