This study explored how well specific socio-cognitive processes (i.e., interpersonal problems, empathy, hostile attributional biases, envy/jealousy) predicted the manifestations of both grandiose and vulnerable narcissism. Additionally, we explored the impact of both forms of narcissism on the presence of maladaptive social behaviors (i.e., the perpetration of psychological abuse). We found that domineering interpersonal behaviors and a propensity to fantasize predicted significant unique variance in grandiose narcissism; envy of others, hostile attributional biases, and a propensity to fantasize predicted significant unique variance in vulnerable narcissism. Additionally, while domineering interpersonal behaviors and hostile attributional biases predicted significant variance in psychological abuse perpetration, only vulnerable narcissism added significant unique variance to its regression model. Lastly, only domineering interpersonal behaviors, envy of others, and hostile attributional biases predicted significant unique variance in psychological abuse victimization; narcissism was nonsignificant. The results of our study will contribute to an increased understanding of the nature of both grandiose and vulnerable narcissism and the impacts these personality styles have on an individual's ability to function effectively in interpersonal relationships.

This dissertation evaluates a model linking intraunit justice climate to outcome variables (team performance, unit-level citizenship behavior, and satisfaction with teammates) through the mediating role of teamwork quality. Intraunit justice climate (IJC) is defined as the shared perception that team members treat each other fairly. IJC includes three dimensions: distributive, procedural, and interactional justice. Distributive IJC refers to the extent to which team members receive what they deserve based on their contribution. Procedural IJC refers to the extent to which team members use fair procedures in the decision making process in the team. Interactional IJC refers to the extent to which team members treat each other fairly interpersonally. In this dissertation, I argue that a high level of IJC may influence the pattern and quality of interaction among team members (teamwork quality), which in turn may influence team outcomes. This model was tested in a longitudinal study using 164 undergraduate project teams (N = 570). Participants responded to three surveys (each separated by four weeks) which assessed IJC (Time I), teamwork quality (Time II), unit-level citizenship behavior, and satisfaction with teammates (Time III). I also obtained team project grades as an indicator of team performance. Results of the study indicate that teamwork quality mediated the relationship between two dimensions of intraunit justice climate: distributive and procedural IJC, and indicators of team effectiveness: unit-level citizenship behavior and satisfaction with teammates. Theoretical and practical implications of these findings and directions for future research are discussed.

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