Narcissism represents a trait of particular relevance for teams given the propensity of narcissistic individuals to ‘get ahead’ rather than ‘get along’ in team settings. However, despite the relevance of narcissism to team research, it has received scant attention in the literature. Therefore, the aim of this thesis was to test narcissism in teams, examining how narcissism is related to intragroup conflict, as well as determining moderators which may give a contextual understanding of narcissism in teams. This thesis presents four empirical studies (two in Chapter 2, one in Chapter 3 & 4, respectively). Chapter 2 examines an extended input-output-process model of narcissism in teams, using a cross-sectional and two-wave longitudinal study designs. I tested a conditional indirect effect model of narcissism on task cohesion via three intragroup conflict types (relationship, task, and process) moderated by the levels of narcissism in the team (narcissistic group composition). In both studies, results revealed that a significant conditional indirect effect via process conflict alone. More specifically, narcissism negatively impacted task cohesion via process conflict at low levels of perceived narcissistic group composition, with this effect weakened (Study 1) or diminished (Study 2) at high levels of narcissistic group composition. The findings of these studies point to the relevance of studying the contextual effects of team narcissism, as well as the importance of process conflict in teams. Chapter 3 (Study 3) offered a more in-depth and realistic examination of the relationship between narcissism and intragroup conflict. In this study, I examined intragroup conflict in relation to distinct patterns of the three types (relationship, task, and process). This approach acknowledges the reality of the co-existence of conflict types within team environments. Applying latent profile analysis to conflict types allows insight into the distinct patterns of conflict whereby their antecedents (team-level narcissism) can be examined. ABSTRACT 2 Results revealed five distinct profiles of conflict which differed in their composition of each type of conflict. Team mean and maximum narcissism scores predicted membership of medium and high TC-dominant profiles, and dysfunctional profiles. That is, high levels of team narcissism were associated with profiles that contained moderate to high levels of all conflict. Finally, Chapter 4 investigated the interplay between follower and leader narcissism on follower commitment to group goals. Specifically, using polynomial regression with response surface analysis, I examined the linear and curvilinear between follower and leader narcissism on follower commitment. Results revealed that when follower and leader narcissism was matched follower commitment increased until a certain point, thereafter commitment then decreased. When leader and follower narcissism were mismatched commitment decreased, with the lowest levels of commitment evident when leader narcissism was low and follower narcissism was high. Results suggests that matching leader and follower narcissism may increase follower commitment until a certain point, after which it can then be detrimental. Further, it highlights mismatches in leader-follower narcissism that can impact follower commitment. Chapter 5 summarises the results for the three empirical chapters, as well as addresses theoretical and applied implications of my findings. Strengths, limitations, and future directions are also discussed. This series of research adds to the extant literature of narcissism and teams and lays a strong foundation for more work in this area.