Reciprocal relationships between narcissism and agentic versus communal work activities across the first 6 years of the career.

The vast majority of studies on trait narcissism have adopted a static unidirectional approach, documenting the mainly detrimental effects of this trait on a variety of work outcomes. The present study contributes to this literature by adopting a novel bidirectional perspective, investigating how trait narcissism shapes and is shaped by our experiences at work. Specifically, this study examines how trait narcissism develops during the first 6 years after the transition from college to work, and how agentic versus communal work demands may either enhance or diminish the development of this trait.

Translating trait to state assessment: The case of grandiose narcissism.

Although interest in within-person variability in grandiose narcissism is growing, measurement tools are lacking that allow studying fluctuations in this personality characteristic in a differentiated manner (i.e., distinguishing narcissistic admiration and rivalry).

Select Whole-Cell Biofilm-Based Immunogens Protect against a Virulent Staphylococcus Isolate in a Stringent Implant Model of Infection.

Many microbes of concern to human health remain without vaccines. We have developed a whole-microbe inactivation technology that enables us to rapidly inactivate large quantities of a pathogen while retaining epitopes that were destroyed by previous inactivation methods. The method that we call UVC-MDP inactivation can be used to make whole-cell vaccines with increased potency.

Connecting the Dots: Exploring Psychological Network Analysis as a Tool for Analyzing Organizational Survey Data.

Organizations allocate considerable resources in surveys aimed at assessing how employees perceive certain job aspects. These perceptions are often modeled as latent constructs (e.g.

The Leadership Arena-Reputation-Identity (LARI) model: Distinguishing shared and unique perspectives in multisource leadership ratings.

Multisource leadership ratings rely on the assumption that-in addition to the leader's self-evaluation-different rater groups (i.e., subordinates, peers, and superiors) bring in unique perspectives and thus provide a more well-rounded analysis of the leader's behavior.