作为一种黑暗人格，自恋越来越多地受到组织管理学者的关注。作为当今企业长期发展的重要保障，越来越多的学者将自恋人格与组织创新联系起来，以探讨这种人格特质在组织创新战略决策过程中的重要作用。从个体的角度来看，公司的高层管理团队在公司的战略创新决策过程中发挥着重要作用。现有文献已经证实了高管的自恋人格对其自身创新战略意识的影响。但是，公司创新战略的实施需要高层管理团队成员的一致行动，除了CEO外，其他高管成员同样在制定企业创新战略过程中发挥着重要作用。与以往的研究不同，本文关注到高层管理团队中的“二把手”SVP（高级副总裁），基于高阶理论（高层梯队理论，Upper Echelon Theory），探讨CEO的自恋特质影响SVP创新战略意识的机制与路径。为了区分自恋的光明面和黑暗面，本文在模型中引入了崇拜型和竞争型自恋模型（NARC），并将CEO的创新战略意识作为连接CEO自恋SVP的创新战略意识的中介变量。本研究从中国贵州省的中小企业名单中随机选取了800家企业进行了多来源多时点的问卷调查，以检验本文的假设，最终回收了102套有效样本。通过采用层次多元回归方法对假设进行检验，结果发现：（1）TMT成员的崇拜型/竞争型自恋会对他们的创新战略意识产生积极/消极影响；（2）CEO的崇拜型/竞争型自恋会通过CEO的创新战略意识对SVP的创新战略意识产生正/负向、间接的影响；（3）当控制了CEO创新战略意识的作用时，CEO崇拜型自恋对SVP的创新战略意识有负面的、直接的影响。本研究具有多种理论贡献：首先，本文提供了一个全新的视角，关注到了作为高管团队成员重要组成人群的SVP；其次，本文区分了自恋的光明面和阴暗面，将自恋这一人格特质与高管创新之间的复杂关系进行了区分；最后，与以往的研究不同，本文证实了 CEO 崇拜型自恋可能存在的阴暗面，打破了以往学者对崇拜型自恋所固化的积极看法。同时，本文也为CEO的企业管理实践提出了实践意义。首先，CEO需要关注他们自恋的特质对其他TMT成员的影响。此外，当CEO向其他TMT成员传达战略思路与意见时，保证自身对公司战略的认同十分重要，因为自己对企业创新战略的看法会影响到下属对公司创新战略的看法。

As a dark personality, narcissism has drawn more and more attention from scholars of organizational management. As an important guarantee for the long-term development of today’s enterprises, more and more scholars link narcissistic personality with organizational innovation to explore the important role of this personality trait in the strategic decision-making process of organizational innovation. From an individual perspective, a company’s top management team plays an important role in the company’s decision-making process. Existing literature has demonstrated the influence of executives’ narcissistic personality on their own innovation focus. However, the implementation of a company’s innovation strategy requires the concerted actions of members of the top management team. In addition to the CEO, other executive members also play important roles in the process of innovation strategy. Different from previous research, this paper focuses on the SVP (senior vice president), as “second-in-command” in the top management team, and explores how CEO narcissism affects SVP’s innovation based on the Upper Echelon Theory. In order to distinguish the bright side and the dark side of narcissism, this paper introduces the Narcissistic Admiration and Rivalry Model (NARC) into the model, and uses the CEO’s innovation focus as a mediating variable connecting CEO narcissism and SVP’s innovation focus. This study randomly selected 800 enterprises from the list of Chinese SMEs to conduct a multi-source and multi-time point questionnaire survey to test the hypotheses of this paper, and finally recovered 102 valid samples. By using hierarchical multiple regression method to test the hypothesis, this paper finds that: (1) TMT members’ narcissistic admiration/rivalry has positive/negative effect on their innovation focus; (2) CEO’s narcissistic admiration/rivalry has a positive/negative, indirect effect on SVP’s innovation focus, via CEO’s innovation focus; (3) When CEO’s innovation focus is controlled for, CEO’s narcissistic admiration has a negative and direct effect on SVP’s innovation focus. This study has several theoretical contributions. First, this paper provides a new perspective, focusing on SVP as an important component of executive team members. Second, the complex relationship between narcissism and innovation is distinguished. Finally, unlike previous research, this paper confirms the possible dark side of narcissistic admiration, breaking the positive view of narcissistic admiration solidified by previous scholars. In practice, this article offers some advice for CEOs. First, CEOs need to focus on the impact of their narcissism on other TMT members. In addition, when the CEO communicates strategic opinions to other TMT members, it is important to ensure that he or she agrees with the company’s strategy, which will affect the other TMT members’ perception of the company’s strategy.