Narcissism is a trait that often presents a complex and contradictory picture, especially in leadership roles. On one hand, narcissists can exude confidence, vision, and pride in their achievements—qualities often associated with effective leaders. Yet, beneath this veneer of charm and self-assurance lies a darker side that can undermine the very essence of good leadership. The question then arises: do narcissists make good leaders? A study published in the journal Personnel Psychology offers some insights.
Narcissists can initially appear as charismatic and persuasive figures, breezing through interviews and captivating their audience. They project an air of self-confidence and competence that can be appealing to both employers and colleagues. However, the problems emerge when they assume leadership roles.
Once in positions of authority, narcissistic leaders often reveal their less desirable traits. These can include:
Taking Credit for Others' Work: Narcissistic leaders are prone to claiming credit for achievements that belong to their team, undermining morale and trust.
Resistance to Opposing Views: They tend to dismiss opposing viewpoints and surround themselves with individuals who validate their ideas, discouraging healthy debate.
Undermining Perceived Threats: Narcissistic leaders view potential challengers as threats and may engage in tactics to discredit or weaken them.
Exploitative Behavior: They are driven by a desire to further their own interests, sometimes at the expense of others, which can lead to toxic work environments.
The study's findings suggest that the effectiveness of narcissistic leadership lies in moderation. Leaders with moderate levels of narcissism strike a balance between self-confidence and the negative, antisocial aspects of narcissism. They exude self-assurance without resorting to exploitation or tyranny.
Narcissism is not inherently good or bad for leadership. It thrives when balanced. Those with extreme levels of narcissism, whether too high or too low, tend to make poorer leaders.
Extreme Narcissism: Leaders with extremely high narcissism can impress in the short term but often fail to live up to their self-proclaimed brilliance over time.
Extreme Humility: Conversely, leaders with extremely low narcissism might lack the confidence and assertiveness required for effective leadership.
Organizations must exercise caution when hiring or promoting leaders. While narcissists may excel in interviews and appear appealing initially, their long-term performance can be problematic. They may become disruptive, overly confident, and take unwarranted risks.
Organizations should not tailor their hiring and promotion practices to cater to narcissistic strengths. Likewise, very low levels of narcissism should not automatically be perceived as better candidates. The suitability of narcissists in leadership roles may vary depending on the specific circumstances.
In essence, the effectiveness of narcissistic leadership is a matter of balance. The allure of confidence and charisma should not overshadow the potential pitfalls of exploitation and arrogance. Organizations must recognize that ego, whether excessive or lacking, can be detrimental. Smart companies seek leaders who strike that delicate equilibrium, fostering an environment of healthy self-assurance without descending into narcissistic tendencies.
