Understanding Narcissism

1. Narcissism
 Derived from the Greek myth of Narcissus, a young man fated to fall
in love exclusively with the perfection of his own reflection;
The term “narcissism” was coined by Ellis (1898) to describe a
clinical condition of “perverse self- love” although Freud had great
impact on research of this topic in academic contexts.

2.  Normal/Healthy: shows a positive self-esteem and facilitate
normal functioning and creativity.
 Pathological disorder: disability to integrate the idealized beliefs
about oneself with the reality of one’s inadequacy.
Types of narcissism

3. Six psychological dispositions
of narcissism
Denial Rationalization
Self-
aggrandizement
Attributional
egotism
Sense of
entitlement
Anxiety

4. ProductiveNarcissists
Leaders such as Jack Welch and George Soros are
examples of productive narcissists because they are
creative strategists who see the big picture and find
meaning in the challenge of changing the world and leaving
a legacy.
Productive narcissists are not only risk takers willing to get
the job done but also charmers who can convert the
masses with their rhetoric.
The danger is that narcissism can turn unproductive when,
if they lack self-knowledge and restraining anchors. In this
case, narcissists become unrealistic dreamers.

5. Leader
 Typically not comfortable with their own emotions and
they listen only for the kind of information they seek.
 They don’t learn easily from others.
 They don’t like to teach but prefer to indoctrinate and
make speeches and dominate meetings with
subordinates.
 The main problem is that their faults tend to become
more pronounced as they become more successful.
 They are thin-skinned, they do not want to know what
people think of them, cannot tolerate dissent, and are
extremely abrasive with employees who doubt them.
 Often they are poor listeners, lack empathy, have a
distaste of mentoring, and an intense desire to
compete.

6. TheChallengesofW
orking
withNarcissists
Ensure that such leaders do not self-destruct or lead the
company to disaster.
It is very hard for narcissists to work through the issues.
And virtually impossible for them to do it alone.
They need colleagues and therapists if they hope to
break free from their limitations.
It is very difficult to get near them. And they must
recognize they can benefit from help.
For employees, they must learn to work around them.

7. Organization members may share information
about their organizational identity during their
interactions and develop shared beliefs their
organization.
During interactions, organization members may
develop similar narcissistic views about their
organization such as grandiosity, entitlement, and
importance.
Narcissism at the group level may be defined as
group members' shared exaggerated view of the
group's importance, influence, and entitlement.

8. Some characteristics of a narcissistic organization (Stein, 2003)
 Exaggerated pride (hubris)
 The organization deludes itself into believing it has powers
with no limits (omnipotence).
 Believing the organization has complete knowledge of
environment, with nothing lying beyond their ken
(omniscience).
 Being dismissive of other organizations, people, and
information; a sense of independence (dismissiveness and
triumphant contempt).

9. Some practical recommendations for organizational
leaders
 Ask frank, sincere, and trusted advisors to give you authentic information from
the inside and outside of the organization;
 Constantly evaluate different aspects of the organization
and compare the results with other similar organizations;
 Have open periodic conversations with different stakeholders in order to
collect authentic information;
 Avoid developing a top management team who just simply confirm the
organization strategies and policies without adequate assessment of their
strengths and weaknesses.
 Ask people around you to factually assess the impacts of the events on your
organizations from different perspectives.