There　is　a　notable　distinction　in　personality　traits　between　successful　and　unsuccessful　leaders,　with　narcissism,　a　self-centered　trait,　gaining　increased　focus　in　studies　on　leadership　effectiveness.　High-level　theories　identify　narcissism　as　a　common,　stable,　and　significant　trait　among　CEOs,　reflecting　their　self-assurance　in　their　capabilities　and　allure.　Although　the　exploration　of　narcissism　is　widespread　in　psychology,　research　specifically　targeting　CEO　narcissism　and　its　implications　has　only　begun　to　surface　in　recent　years,　predominantly　at　the　organizational　level.　This　research　investigates　the　effects　of　CEO　narcissism　on　both　the　individuals　and　the　organization.　CEOs　characterized　by　narcissism,　driven　by　their　self-interest,　often　exhibit　a　lack　of　respect　for　others　and　a　diminished　concern　for　their　subordinates′　well-being.　The　executive　team　members,　who　directly　confront　the　CEO　and　bear　significant　leadership　roles　within　the　organization,　are　more　acutely　aware　of　and　reactive　to　the　CEO′s　narcissistic　traits,　which　may　in　turn　affect　their　sense　of　job　satisfaction.　Despite　the　intuitive　contradiction　between　CEO　narcissism　and　success,　existing　research　has　shown　that　CEO　narcissism　can　have　inconsistent　effects　on　outcomes　like　leadership　effectiveness,　indicating　that　the　impact　of　CEO　narcissism　on　the　executive　team　members′　well-being　might　be　subject　to　situational　factors.　Leadership　behavior　is　diverse,　and　leaders　employ　various　leadership　styles.　Individual-focused　studies　suggest　a　need　for　a　more　detailed　examination　of　the　effectiveness　of　different　leadership　combinations.　Recent　inquiries　into　leadership　narcissism　have　shifted　the　focus　towards　the　traits　of　leadership　humility,　which　might　offset　the　effects　of　narcissism,　raising　questions　about　whether　a　CEO′s　humility　could　moderate　the　impact　of　their　narcissism　on　the　well-being　of　executive　team　members,　an　area　that　remains　to　be　further　explored.　Relational　identity　theory　serves　as　a　pivotal　mechanism　for　explaining　the　impact　of　leadership　factors　on　subordinates′　sense　of　well-being,　demonstrating　that　complementary　leadership　traits　can　enhance　subordinates′　identification　with　their　leaders.　This　identification　fulfills　individuals′　needs　for　belonging,　self-enhancement,　and　the　reduction　of　uncertainty,　positively　affecting　their　well-being.　However,　no　studies　have　yet　confirmed　the　explanatory　power　of　leadership　relational　identification　in　the　moderating　effect　of　CEO　humility　on　the　impact　of　CEO　narcissism,　which　hinders　the　clarification　of　the　specific　mechanisms　through　which　CEO　humility′s　moderating　role　operates.　Building　on　relational　identity　theory,　a　moderated　mediation　effect　model　was　developed.　The　analysis　of　paired　data　from　56　CEOs　and　319　executive　team　members　revealed　that　CEO　narcissism　negatively　affects　the　well-being　of　executive　team　members.　CEO　humility　can　mitigate　the　adverse　impact　of　CEO　narcissism　on　the　executive　team　members′　identification　with　leadership.　Moreover,　leadership　relational　identification　mediates　the　moderating　role　of　CEO　humility　in　the　relationship　between　CEO　narcissism　and　the　well-being　of　executive　team　members.　This　research　underscores　the　theoretical　implications　in　several　pivotal　areas.　First,　it　broadens　the　research　dimensions　and　contextual　boundaries　concerning　the　influence　of　leadership　narcissism　on　employee　well-being.　Previous　investigations,　predominantly　at　the　grassroots　level,　have　explored　the　impact　of　leadership　narcissism　on　aspects　related　to　employee　well-being　without　sufficiently　examining　the　mediating　mechanisms　and　contextual　conditions.　Second,　by　applying　relational　identity　theory　to　understand　how　CEO　humility　moderates　the　effects　of　CEO　narcissism,　this　research　enriches　the　discourse　on　mitigating　the　detrimental　consequences　of　CEO　narcissism.　It　verifies　that　CEO　humility　can　alleviate　the　negative　impact　of　CEO　narcissism　on　executive　team　members′　leadership　relational　identification.　Lastly,　by　proposing　a　moderated　mediation　model,　this　research　elucidates　the　underlying　mechanisms　through　which　CEO　humility　tempers　the　adverse　nexus　between　CEO　narcissism　and　executive　team　members′　well-being,　offering　novel　theoretical　insights　into　the　interplay　between　the　divergent　yet　complementary　traits　of　humility　and　narcissism.　However,　the　research　is　with　limitations.　Despite　employing　a　leader-subordinate　dyadic　design,　the　reliance　on　cross-sectional　data　limits　the　ability　to　establish　causal　relationships　between　variables.　The　humility　construct　was　measured　using　the　widely　accepted　scale　by　Owens　et　al.　(2013),　which　may　not　fully　capture　the　nuanced　characteristics　of　humility　within　a　localized　context.　Furthermore,　both　CEO　narcissism　and　humility　were　self-reported,　potentially　influenced　by　social　desirability　bias.　The　research　did　not　dissect　the　relationship　between　narcissism　and　work　well-being　into　finer　dimensions.　From　a　methodological　standpoint,　the　analysis　relied　on　traditional　interaction　term　construction　to　assess　the　moderating　effect　of　CEO　humility　on　CEO　narcissism,　rather　than　employing　more　nuanced　polynomial　regression　techniques.　©　(2025),　(Zhejiang　University).　All　rights　reserved.