Narcissistic leadership

Narcissism and groups

A study published in the journal Personality and Social Psychology Bulletin suggests that when a group is without a leader, a narcissist is likely to take charge. Researchers have found that people who score high in narcissism tend to take control of leaderless groups. Freud considered "the narcissistic type... especially suited to act as a support for others, to take on the role of leaders and to... impress others as being 'personalities'.": one reason may be that "another person's narcissism has a great attraction for those who have renounced part of their own... as if we envied them for maintaining a blissful state of mind—an unassailable libidinal position which we ourselves have since abandoned."

According to the book Narcissism: Behind the Mask, there are four basic types of leader with narcissists most commonly in type 3 although they may be in type 1:

1. authoritarian with task oriented decision making
2. democratic with task oriented decision making
3. authoritarian with emotional decision making
4. democratic with emotional decision making

Michael Maccoby stated that "psychoanalysts don't usually get close enough to narcissistic leaders, especially in the workplace, to write about them."

Corporate narcissism

According to Alan Downs, corporate narcissism occurs when a narcissist becomes the chief executive officer (CEO) or other leadership roles within the senior management team and gathers an adequate mix of codependents around him (or her) to support the narcissistic behavior. Narcissists profess company loyalty but are only really committed to their own agendas, thus organizational decisions are founded on the narcissist's own interests rather than the interests of the organization as a whole, the various stakeholders, or the society in which the organization operates. As a result, "a certain kind of charismatic leader can run a financially successful company on thoroughly unhealthy principles for a time.

Neville Symington has suggested that "one of the ways of differentiating a good-enough organisation from one that is pathological is through its ability to exclude narcissistic characters from key posts."

Impact of healthy v. destructive narcissistic managers

Lubit compared healthily narcissistic managers versus destructively narcissistic managers for their long-term impact on organizations.

References

References

1. (2007). "Narcissistic Leaders: Who Succeeds and who Fails". Harvard Business School Press.
2. (2008). "Leader emergence: The case of the narcissistic leader". Personality & Social Psychology Bulletin.
3. (2016). "The Leader Ship is Sinking: A Temporal Investigation of Narcissistic Leadership". Journal of Personality.
4. [http://newswise.com/articles/view/545089/ Narcissistic People Most Likely to Emerge as Leaders] Newswise, Retrieved on October 7, 2008.
5. Sigmund Freud, ''On Sexuality'' (PFL 7) pp. 362–63
6. Sigmund Freud, ''On Metapsychology'' (PFL 11) pp. 82–83
7. David Thomas, Narcissism: Behind the Mask (2010) – Chapter 4 Leadership
8. Maccoby M Narcissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review, (January–February), pp. 69–77, p. 75 (2000)
9. Downs, Alan: Beyond The Looking Glass: Overcoming the Seductive Culture of Corporate Narcissism, 1997
10. Robin Skynner/John Cleese, ''Life and how to survive it'' (London 1994) p. 101
11. [[Neville Symington]], ''Narcissism: A New Theory'' (London 2004) p. 10
12. Lubit, R. (2002). The long-term organizational impact of destructively narcissistic managers. Academy of Management Executive, 16(1), 127–38.