Narcissistic Leaders in Times of Uncertainty
or the most part, executives from the 1950s through the 1980s kept low profiles. When they did make comments, they were carefully edited by corporate PR and legal departments.
Today's CEOs, however, emulate superstars like Bill Gates, Andy Grove, Steve Jobs and Jack Welch. They hire their own publicists, write books, give interviews and actively promote their personal philosophies. Their faces appear on magazine covers. They strive to become shapers of their unique brands of leadership style.
Narcissism Defined
We are all somewhat narcissistic, or self-centered. If we lacked this tendency, we couldn't survive or assert our needs. "Healthy narcissism" allows us to lead a company and its people to greatness.
Narcissists are independent, not easily impressed, and excel at innovating and thinking in original ways. They are driven to gain power and glory. Harvard anthropologist and psychoanalyst Michael Maccoby, PhD, called such individuals "productive narcissists" when he wrote "Narcissistic Leaders: The Incredible Pros, the Inevitable Cons" for the Harvard Business Review (January-February 2000).
Productive narcissists are experts in their fields and pose critical questions to learn everything that could possibly affect their companies and products. They want to be admired and respected, but not necessarily loved. They aggressively pursue goals and are less concerned with rules and "the way things have always been done."
Of all personality types, narcissists run the greatest risk of isolating themselves, especially during moments of success. Because of their independence and aggressiveness, they are constantly looking out for enemies and sometimes become paranoid when stressed.
Strengths and Weaknesses
Narcissistic leaders often attain greatness. They can see what the future holds; they aren't analyzers or number crunchers who try to understand or explain it. They are focused on creating it.
Another compelling quality is their gift for attracting followers. Narcissistic leaders intuitively know how to inspire through their words, speeches and language. But as narcissists become increasingly self-assured, they act more spontaneously. They feel free of constraints, and ideas flow. They believe they're invincible, which further inspires followers' enthusiasm and feeds into feelings of grandiosity.
- The adoration narcissists crave can have a corrosive effect. As their personalities expand, they tune out cautionary words and advice. Past successes create an exaggerated self-confidence. If anyone disagrees with them, they feel justified in ignoring them, creating further isolation. The result is flagrant risk-taking that can lead to catastrophe.
- Narcissists selectively listen to the information they seek. They don't learn easily from others, as they're overly sensitive to feedback. They are vigilant for signs of disagreement, which are interpreted as betrayal.
- They don't like to teach others, but prefer to indoctrinate or preach. They dominate meetings. The result for the organization is greater internal competitiveness.
- Narcissistic leaders are uncomfortable with their emotions and keep others at arm's length. They have walls of defense and generally want to avoid knowing what others think of them.
One serious consequence is failure to listen when they feel threatened or attacked. And while they crave empathy from others, narcissistic leaders are not known for returning the favor. But narcissists possess a kind of street-smart emotional intelligence. They are acutely aware of whether people are with them wholeheartedly. They know who they can use and can be brutally exploitative.
Avoiding Narcissism's Traps
Not all narcissistic leaders are so entrapped by their personalities that they can't be open to change and willing to learn. Maccoby's article identifies three basic ways to avoid common traps:
- Find a trusted sidekick. Many narcissists can develop a close relationship with one person, who can act as an anchor and keep them grounded. But this person must be sensitive enough to manage the relationship. The sidekick must convince the leader to accept new ideas, showing him how they fit with his views and serve his interests.
- Indoctrinate the organization. The narcissistic CEO wants subordinates to think as he does about business. He is skilled at converting people to his point of view and indoctrinating managers with his personal ideology.
- Seek therapy or executive coaching. If narcissists can be persuaded to undergo therapy or coaching, they can work through their rage, alienation and grandiosity. They can keep their strengths and diminish their weaknesses.
Narcissists Leading the Future
With the dramatic discontinuities in today's world, more large corporations are getting into bed with narcissists. They are finding there's no substitute for narcissistic leaders in an age that requires out-of-the-box innovation and fearless risk-taking.
But narcissistic leaders can self-destruct and lead their organizations terribly astray. Most of the major corporate scandals of the last 10 years were committed by narcissistic leaders who abused their power.
There can be untold rewards, however, for companies whose narcissistic leaders recognize their limitations.
Dealing With a Narcissist Boss
Be prepared to look for another job if you cannot disagree with your narcissistic boss. Remember, the company is betting on his vision of the future — not yours.
Here are a few tips on how to survive in the short term
- Empathize with your boss's feelings, but don't expect any reciprocal empathy. Look elsewhere to boost your self-esteem. Be cautious if he asks for an honest evaluation. What he wants is information that will help him solve an image problem. He will resent any honesty that threatens his inflated self-image, and he is likely to retaliate.
- Give your boss ideas, but always let him take credit for them. Find out what he thinks before presenting your views. If he is wrong, show how a different approach would be in his best interest.
- Hone your management skills. Narcissistic leaders often give subordinates many more orders than can possibly be executed. Ignore requests that don't make sense. Forget about them. He will, too.
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