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Highlighting how both leader and follower stress and well-being can serve as antecedents and consequences of strategic actions and initiatives, or even be a core concern of strategic plans, this volume spotlights the importance of stress and well-being for organizations, their leaders, and the individuals who are impacted by their decisions.

PurposeCentral to the fit concept is that congruence between individual and environmental attributes leads to improved outcomes. However, when discussing fit, researchers often describe congruence as alignment between distinctive or unique individual and environmental attributes. We suggest that current approaches to examining fit do not adequately account for this assumption of distinctiveness because they fail to consider normative expectations and preferences. As such, we propose an alternative theoretical and methodological approach to conceptualizing and measuring fit.Design/methodology/approachWe introduce the normative theory of fit, outline how researchers can decompose fit into distinctive and normative components and identify areas for future research.FindingsManagement researchers have largely ignored the importance of decomposing fit into distinctive and normative components. This shortcoming necessitates additional research to ensure a more accurate understanding of fit and its relationship with outcomes.Originality/valueWe provide a clarification and critical examination of a pervasive construct in the field of management by introducing the normative theory of fit, identifying areas where researchers can employ this theoretical lens and suggesting a reevaluation of the importance placed on differentiation that is traditionally employed in practice.

Narcissism is widely considered to be a trait that is commonly found in leaders, but also a characteristic that is frequently a source of problems for their organizations. However, there is accumulating consensus in the organizational literature that, rather than a necessary evil, narcissism can potentially be a mixed blessing for leaders. The present study sets out to reconcile the paradoxical effects of leader narcissism by exploring when and how leader narcissism hampers or helps follower job performance. Utilizing a social cognitive approach to leadership and drawing upon the inferential model of leadership perceptions, we propose that leader effectiveness can shape followers' dual collective leadership perceptions in response to leader narcissism and that these shared perceptions in turn influence follower job performance in opposing manners. The results of multi-wave, multi-source, and multilevel data showed that when leader narcissism was accompanied by low levels of leader effectiveness, followers collectively tended to perceive their leaders as being more narcissistic. However, when leader narcissism was accompanied by high levels of leader effectiveness, followers collectively tended to perceive their leaders as more charismatic. Followers' dual collective leadership perceptions then mediated the joint effects of leader narcissism and leader effectiveness on follower job performance.

What is the effect of trait narcissism on creative performance? Although both constructs share an emphasis on uniqueness and novelty, prior investigations of the narcissism–creative performance relationship have produced inconsistent findings and failed to provide conclusive answers to this question. One possible reason for the seemingly contradictory evidence is that extant research has examined the influences of leader and follower narcissism separately rather than simultaneously. In this study, we address this issue by investigating leader–follower narcissism (in)congruence to comprehensively understand when and why leader or follower narcissism is beneficial or detrimental to creative performance. Integrating the self-orientation model of narcissism and narcissistic-tolerance theory, we posit that leader and follower narcissism jointly influence creative performance via identification with the leader, and that different leader–follower narcissism (in)congruence combinations exhibit distinct effects. The analyses of two-wave, two-level, and multi-source data from 421 followers and 54 direct leaders, using cross-level polynomial regressions, support our hypotheses: (1) identification with the leader is maximized when leader narcissism and follower narcissism are congruent; (2) identification with the leader is minimized when leader narcissism is higher than follower narcissism; and (3) identification with the leader mediates the effects of leader–follower narcissism (in)congruence combinations on creative performance.