Creativity in organizational life is often shaped by complex interpersonal dynamics, especially when it comes to the role of narcissistic traits in leaders and followers. Although past research has examined the individual effects of narcissistic traits on creativity, the powerful interactions between leader and follower narcissistic traits have remained largely overlooked. Addressing this gap, our study draws on trait activation theory and person-environment fit theory to explore how narcissistic alignment--or lack thereof--between leaders and followers influences both positive and malevolent forms of creativity. Through polynomial regression analysis, we reveal intriguing patterns: when leader and follower narcissistic traits are aligned, both types of creativity are amplified. However, a high-leader, low-follower narcissistic trait contrast uniquely enhances positive creativity, whereas a low-leader, high-follower contrast significantly boosts malevolent creativity. We also uncover the role of work autonomy as a critical mediator, shaping how these narcissistic interactions impact creative expression. This study thus sheds new light on the nuanced, often surprising, effects of narcissistic dynamics in fostering creativity within organizations.