Search

The impact of collective narcissism on intergroup and intragroup relations has seen a recent surge in attention. Since collective narcissism is a relatively new topic of study, with only a single published measure, its structure and composition require further investigation. A pilot study investigated a multidimensional model of collective narcissism and identified four factors: entitlement/exploitativeness, dominance/arrogance, apathy, and admiration. Study 1 (a) provided construct, convergent, and discriminant validity and (b) demonstrated that the factors differentially predict various responses in the intergroup context. Study 2 demonstrated the four‐factor solution's statistical and theoretical superiority to a single‐factor solution when predicting behavior in the intergroup context. Studies 3 and 4 supported the importance of a multidimensional structure to predict intergroup and intragroup behavior. Study 3 revealed that apathy and entitlement/exploitativeness were particularly responsible for negative intergroup and intragroup responses after ingroup failure, whereas Study 4 demonstrated that dominance/arrogance was critical to understand ingroup‐enhancing responses. This multidimensional framework contributes theoretical clarity and nuance to the range of narcissistic motivations and responses in the group context. We discuss the importance of a multidimensional approach to collective narcissism and outline its complex relation with a number of intergroup processes, including group identification, ingroup loyalty, and outgroup hostility.

This research explored competing predictions for the relation between uncertainty and interpersonal attraction. Two studies investigated whether uncertainty regarding another person’s interest is associated with an increase or decrease in attraction. Study 1 revealed that when participants evaluated people whose expressed attraction was either certain or uncertain, participants experienced more liking for those who were associated with certainty. In Study 2, compared to a control condition, uncertainty produced more attraction but the greater attraction was mediated by a desire to reduce uncertainty. We conclude by proposing an explanation for why different research paradigms have produced different conclusions regarding uncertainty and the situations necessary for uncertainty to produce interpersonal attraction.

Consistent with the role of a long-term perspective in reducing the tendency of intergroup relations to be more competitive than interindividual relations in the context of noncorrespondent outcomes, an experiment demonstrated that anticipated future interaction reduced intergroup but not interindividual competitiveness. Further results indicated that the effect was present only for groups composed of members high in abstractness (Openness–Intellect on the Big 5 Inventory and Intuition on the Myers–Briggs Type Inventory) who trusted their opponents.