Impact of Professors’ Behavioral Variables on Performance and Ranking of Universities

In the era of intense competition, universities too try to secure the top most position among global 500 universities. With regard to Iranian universities, a TWENTY-YEAR VISION emphasizes the fact that Iran may achieve the top academic position in the Middle East by 2025. The present paper intends to review effective individual factors including the performance of professors in augmenting universities’ status. Since a desired scientific status needs the efforts of faculties and prudent administrators, attempt has been made to examine the effects of professors’ narcissism, self-efficacy and locus of control on their performance. The research is quantitative and the data was gathered through a questionnaire. The findings show that high ranking universities consist of academics with high self-efficacy and internal locus of control. Simultaneously, high ranks manifest high narcissism. However, the results show an insignificant relationship between professors’ propensity to learn and performance. In sum, considering the latest findings, one can conclude that professors’ personality is highly effective in their propensity to learning, hence it can be for important factor in employing academic professors.

REFERENCES:

• Amernic , J. & Russel, J .(2007) . Guidelines for CEO speech: editing the language of corporate leadership. Strategy and Leadership, 35(3), pp. 25 – 33.
• Boyett and Associates (2006). Surviving destructive narcissistic leaders, Administrative Science Quarterly, 48(5), pp. 9 – 17.
• Brown, A.(1997). Narcissism, identity and legitimacy, Academy of Management Review, 22(3), pp. 643 – 686.
• Cailiu,N., Cheng, Y. (2005). The academic ranking of world universities, Journal of Higher Education in Europe, 30(2), pp. 45 – 58.
• Campbell, W.K., Goodie, A.S. and Foster, J.D. (2004). Narcissism, confidence, and risk attitude. Journal of Behavioral Decision Making, 17(6), pp. 297 – 311.
• Chatterjee, A., Hambrick, D. (2007). Narcissistic chief Executive officers and their effects on company strategy and performance. Administrative Science Quarterly, 52, pp. 351 – 386
• Corsini, R.J. (2002). The Dictionary of Psychology, New York: Brunner-Rutledge.
• Davis, M.,W., King, B. (2008). Narcissism, Entitlement and Questionable Research practice in counseling: a pilot study. Journal of Counseling and Development, 86(7), pp. 77 – 89.
• Freud, S. (1914). On narcissism: an introduction in freuds. Collected Papers, 4, basic books, New York. pp.30 – 59.
• Ganesh, S.H. (2003). Organizational narcissism. Management Communication Quarterly, 34(8), pp. 558 – 564.
• Glad, B. (2002). Why tyrants go too far: Malignant narcissism and absolute power. Political Psychology, 23(3), pp. 1 – 37.
• Guarino, C., Ridgeway, G., Chun, M., Buddin, R, (2005). A new approach to university Rankings Using Latent Variable Analysis. Higher Education in Europe, 30(7), pp. 147 – 165.
• Holian, R. (2006). Management decision making ethical issue and Emotional intelligent. Leadership and Development Journal, 44(8), pp. 1122 – 1138.
• Kets de Vries, M., and Balazs, K. (2004). Greed, vanity, and the grandiosity of the CEO character. In R. Grandossy (Ed.), Leadership Governance from the Inside out, (pp. 51 – 61). New York: John Wiley.
• King, J. (2003). “Perfectionism in Leadership: Exploring the link between Leader Self-Esteem, Leader Self-Efficacy, Leader Narcissism and Perfectionism”. A Dissertation Submitted to the Faculty of Regent University School of Leadership Studies.
• Kramer, R.M. (2003). The harder they fall. Harvard Business Review, 44(2), pp. 58 – 66.
• Lubit, R. (2002). The long-term organizational impact of destructively narcissistic managers. Academy of Management Executive, 16(1), pp. 127 – 138.
• Lynn R,M. (2005). “An interview of narcissistic executives: piercing the corporate veil of narcissism in the workplace”. A dissertation presented to the Faculty of Saybrook Graduate School and Research Center.
• Maccoby, M. (2004). The productive narcissist: The promise and peril of visionary leadership. New York: Broadway Books.
• Miller,J., Martinez,M., Reidy, D, (2008). Narcissism and aggression: effects of positive, negative and delayed feedback, Personality and Individual differences. Journal of Research in Personality, 44(1), pp. 140 – 149
• Rosenthal, S., Pittinsky, T.(2006). Narcissistic Leadership, The Leadership Quarterly, 17(2), pp. 617 – 63.
• Stein, M. (2003). Unbounded irrationality: risk and organizational narcissism at long-term capital management. Human Relation, 31(4), p. 523.
• Strelan, P. (2007). Who forgives others, themselves and situation? the roles of narcissism, guilt, self-esteem and agreeableness, Personality and Individual differences. Journal of Research in Personality, 42(2), pp. 259 – 269.
• Vogel, C. (2006). A field guide to narcissism. Psychology Today, 39(1), pp. 68 – 73.
• Wallace, H. (2001). “Narcissism and Performance”. Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy.
• Wesner , B. (2007). Responding to the workplace narcissist. B.A. Thesis.
• Wonnerberg, D. (2007). The nature of narcissism within organizational leadership, PhD Thesis.
• Barick, M.R., & Mount. M.K. (1991). “The Big-Five personality dimensions in job performance: A meta-analysis”. Personnel Psychology, 44(1), pp. 1 – 26.