Employee change-supportive behavior is widely recognized as a key asset in driving successful organizational change, yet sustaining such behavior over time remains a significant challenge. While extensive research has explored how to initiate CSB, less attention has been paid to why such support often fades. One largely overlooked factor is leader narcissism—a construct that has evolved along a parallel yet independently developed trajectory to CSB in the change literature. Although narcissistic leaders are often admired for their bold vision and strategic drive, particularly in uncertain environments, they have also been paradoxically linked to poorer employee outcomes during transitions. By integrating these parallel research streams and drawing on social cognitive theory, we argue that leader narcissism offers a compelling explanation for the erosion of employee CSB during organizational change. A three-wave leader–follower dyadic field study supports our model, showing that leader narcissism diminishes followers’ change-related self-efficacy, even when initial support is present. As a result, employees with lower self-efficacy are more likely to disengage and remain silent throughout the change process. This study clarifies why employee change-supportive behavior often fails to yield lasting organizational outcomes and sheds light on the interplay between leader narcissism and follower responses during change.
Luo et al. (2026) studied this question.