My attention was drawn today to a paper in the journal Research Policy. It’s an Elsevier journal so the article is behind a paywall, and the methodology looks very dodgy, but the abstract is worth reading for amusement value (the emphasis is mine):
Universities hold a prominent role in knowledge creation through research and education. In this study, we examine the effects of VC narcissism on university performance. We measure VC narcissism based on the size of the signature, in line with a methodological approach which has been widely used in the recent literature and repeatedly validated in laboratory experiments. We exploit a quasi-natural experiment of VC changes and employ a Difference-in-Difference research design, which alleviates concerns related to endogeneity and identification bias. We show that the appointment of a highly narcissistic VC leads to an overall deterioration in research and teaching performance and concomitantly league table performance. We further identify excessive financial risk taking and empire-building as possible mechanisms explaining the main results and provide evidence on the moderating role of university governance. Our findings are consistent with the view that narcissism is one of the most prominent traits of destructive leadership; they also have practical implications for leadership recruitment and the monitoring of leadership practices in the higher education sector. The results of this study extend prior research in several ways. Extant literature on executive leadership and narcissism yields inconclusive findings; this literature has mainly focused on for-profit organisations and has not considered universities. In addition, prior research in higher education on the determinants of university performance has not yet examined the role of leadership personality traits.
https://doi.org/10.1016/j.respol.2023.104901
I chose the title of this post – an allusion to a famous painting by Salvador Dalí that plays with the themes of hallucination and delusion – reading a sentence in the introduction to the paper:
Over the past few years the complexity and challenges of running a higher education institution have changed beyond recognition.
In other news, I am dismayed that, because of my absence from campus on sabbatical, I am unable to attend today’s long-awaited launch event for the brand new Maynooth University Strategic Plan (which will be accompanied by a protest by postgraduate students at Maynooth about low stipends and poor working conditions). The latter seems to me to be of far greater importance to the future of the University than the former.












