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研究生学号： 1019111923
研究生签名：
日期： 2022年4月10日
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研究生签名
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日期：
2022年4月10日
摘要
21世纪是充满希望和挑战的时代，在此背景下，企业既能享受时代红利，又会面临很多竞争。企业竞
争的核心是对人力资源的争夺。随着 90后员工进入职场，并逐渐在职场中发挥主力军作用，他们将成为
未来几十年之内企业战略的制定者和执行者。90后是在鲜明的时代背景下成长起来的，他们教育水平高、
自我意识强、乐于主动了解并接受新鲜事物，如何激发他们的工作热情，提升他们的组织认同感，激励他
们为企业创造更大价值，是当今企业管理管理者迫切需要解决的问题。
随着社会环境的发展变化和西方个人主义思想的影响，组织中具有自恋倾向的者越来越多，学者们对
于自恋型领导的研究也逐渐增多。自恋型领导是指具有鲜明自恋人格特质的领导，在工作中以及与下属相
处过程中表现出以自我为中心、好大喜功、傲慢等特质。自恋型领导作为目前组织中较为常见的领导者类
型，会对组织中的 90后员工的工作绩效产生一定影响。因此，研究自恋型领导对 90后员工的工作绩效产
生何种影响，具有重要的理论价值和现实价值。
本文在梳理自我决定理论和资源保存理论的基础上，对自恋型领导对 90后员工工作绩效的作用机制
进行了深入研究，以期填补该领域的理论空白，为规避自恋型领导的消极影响、提升 90后员工的工作绩
效提供了理论指导。本文首先系统梳理了相关变量的研究成果；接着，构建了自恋型领导对 90后员工工
作绩效影响的理论机理，引入组织认同作为中介变量，同时论证了主动性人格在自恋型领导与员工工作绩
效关系中的调节作用，并提出了研究假设，构建了理论模型；再次，借助已有的成熟量表，进行预调研后，
进行修改完善后成为正式的调查问卷，以企业中的 90后员工为研究样本，进行问卷收集；最后，运用 SPSS、
AMOS 软件对回收的 302份有效问卷数据进行分析，对本文提出的假设进行检验。
经过实证检验，得出的显著性结论有：（1）自恋型领导对 90后员工工作绩效（包括任务绩效、关系
绩效、适应绩效）具有显著负向影响；（2）组织认同在自恋型领导与 90后员工工作绩效之间起到了部分
中介作用；（3）主动性人格负向调节了自恋型领导与 90后工作绩效的影响，当员工主动性人格较高时，
自恋型领导对 90后员工工作绩效的负向影响减弱。
本研究通过梳理相关理论，进行了自恋型领导的实证研究，为今后的相关研究提供新的视角。上述结
论也为提高企业领导效能、提升 90后员工工作绩效提供了新的方向，对于提高企业核心竞争力有着积极
的作用。最后，从企业、领导者、员工三个层面，在企业的人员招聘、准则制定、培养方案等方面为提高
自恋型领导效能和提高 90后员工工作绩效等方面提出了管理启示，以期为企业的人力资源管理实践提供
切实可行的参考。
关键词:自恋型领导，工作绩效，90后员工，组织认同，主动性人格
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Abstr act
The 21st century is an era full of hope and challenges. Under this background, enterprises can
not only enjoy the dividend of The Times, but also face a lot of competition. The core of the
competition among enterprises is the competition for human resources. As post-90s employees
enter the workforce and gradually play a major role in the workplace, they will become the makers
and implementers of corporate strategies in the coming decades. After 90 is under the background
of distinct age grow up, their education level is high, strong self-consciousness, willing to take the
initiative to learn and accept new things, how to arouse their working enthusiasm, improve their
organizational commitment, and inspire them to create more value for the enterprise, is the
enterprise management managers urgently need to solve the problem.
With the development andchange of social environment and the influenceof western
individualism, there are more and more people with narcissistic tendencies in organizations, and the
researches on narcissistic leadership are also increasing gradually. Narcissistic leaders refer to
leaders with distinct narcissistic personality traits, who show self-centeredness, arrogance and other
traits in work and in the process of getting along with subordinates. Narcissistic leadership, as a
common type of leader in organizations, will have a certain impact on the work performance of
post-90s employees in organizations. Therefore, it has important theoretical value and practical
guiding significance to study the influence of narcissistic leadership on the job performance of
post-90s employees.
On the basis of summarizing self-determination theory and resource conservation theory, this
paper conducts an in-depth study on the mechanism of narcissistic leadership on the work
performance of post-90s employees, in order to fill the theoretical gap in this field, and provide
theoretical guidance for avoiding the negative impact of narcissistic leadership and improving the
work performance of post-90s employees. Firstly, this paper systematically combs the research
results of relevant variables. Then, this paper constructs the theoretical mechanism of the influence
of narcissisticleadershipon thejob performanceof post-90semployees, introducesthe
organizational identity as a mediator variable, and proves the moderating effect of proactive
personality on the relationship between narcissistic leadership and employee job performance, and
proposes research hypotheses and constructs a theoretical model. Thirdly, with the help of the
existing maturity scale, a preliminary survey was carried out, which was modified and perfected to
become a formal questionnaire. The post-90s employees of enterprises were taken as research
samples to collect questionnaires. Finally, SPSS and AMOS were used to analyze the data of 302
valid questionnaires and test the hypotheses proposed in this paper.
Through empirical tests, the significant conclusions are as follows :(1) narcissistic leadership
has a significant negative impact on job performance (including task performance, relationship
performance and adaptive performance) of post-90s employees; (2) Organizational identity partially
mediates therelationship between narcissisticleadership and jobperformance ofpost-90s
employees; (3) Proactive personality negatively moderates the impact of narcissistic leadership on
the job performance of post-90s employees. When employees have high proactive personality, the
negative impact of narcissistic leadership on the job performance of post-90s employees is
weakened.
Through sorting out relevant theories, this study conducted an empirical study on narcissistic
leadership, providing a new perspective for future research. The above conclusions also provide a
new direction for improving the leadership efficiency of enterprises and the work performance of
post-90s employees, and play a positive role in improving the core competitiveness of enterprises.
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