Examining the effect of leader narcissism on organizational citizenship behavior with mediating role of Member-leader exchange and moderating role of self-monitoring

Leaders are like a double-edged sword that can have positive effects on the organization as well as negative and deep effects on the employees and their organization. For example, the leader may become a source of learning, innovation, and organizational success, or with a negative effect on the emotions and behavior of employees, prevent the emergence of citizenship behavior, and cause organizational failure. The present study aimed to investigate the effect of leader narcissism on employees' organizational citizenship behavior, considering the mediating role of leader-member exchange quality and self-monitoring moderation. This research is applied in terms of purpose and descriptive survey in terms of data collection method. The statistical population of the research is all the employees of NAHAJA Hospital in Isfahan in the number of 154 people, of which 110 people were selected for investigation based on Cochran's formula and by simple random sampling method To collect research data from standard questionnaires of leader narcissism from Hochwarter and Thompson (2012), leader-member exchange from Graen and Bien (1995), self-monitoring from Snyder (1994) and organizational citizenship behavior from Lee and Allen (2002), were used. The validity of the questionnaires was confirmed by the method of content validity and confirmatory factor analysis, and their reliability was confirmed by calculating Cronbach's alpha coefficient. respectively. n addition, the results showed that when faced with narcissistic leaders, the higher level of self-monitoring of employees increases the employees' organizational citizenship behavior.