Narcissism in the executive suite – recommendations for everyday professional life

Narcissistic FCs and their effects

The term narcissism is no longer a foreign concept. We are hearing more and more about successful but narcissistic personalities – whether in business, politics or in the personal sphere. In professional life in particular, dealing with narcissistic managers is a challenge that many are confronted with.

But what exactly does narcissism mean? Where does the term come from? What leadership styles characterize narcissistic managers, and how can employees and their personal environment protect themselves from this? We shed light on these questions in this article and provide valuable insights as well as practical recommendations for action.

The dark triad of leadership

Until 20 years ago, research focused purely on positive leadership styles (Vadvilavičius and Stelmokienė 2019, 97f.). In 2002, researchers Paulhus and Williams (2002, 556) presented the dark triad model for the first time. This construct deals with the negative personality traits of individuals and is made up of the three personality traits narcissism, Machiavellianism and psychopathy. Furthermore, the term Machiavellianism, which was coined by the Medici family’s political advisor Niccolò Machiavelli, dates back to the 15th century.

The personality traits narcissism and psychopathy originate from the clinical psychology literature (Furtner 2017, 5). Despite their different origins, narcissists, Machiavellians and psychopaths share common personality traits such as maliciousness, emotional coldness, aggressiveness, manipulative behavior and double standards (Paulhus and Williams 2002, 557).

Narcissism can be described as the “lightest” form of the dark triad, while psychopathy is the opposite. This means that narcissists are the least destructive compared to the other two types.

While Machiavellians and psychopaths are often unscrupulous, manipulative and emotionally cold, narcissists also display charming, charismatic and achievement-oriented traits. Despite their different character traits, they also have similarities. One example of this is that both narcissists and psychopaths want to have a dominant (leadership) role (Furtner 2017, 6).

Machiavellianism

The term Machiavellianism can be traced back to the political advisor Niccolò Machiavelli (1469-1527) and has crystallized from his philosophy of state (Furtner 2017, 5).

Machiavellians can be described as manipulative, who use this characteristic to use their fellow human beings for their own purposes (Christie and Geis 1970, 7). Furtner (2017, 8f.) also characterizes Machiavellians as highly manipulative and additionally states that these individuals exhibit a barely existing sense of community as well as aggressiveness and a negative sense of humor. In contrast to narcissists, they prefer to keep themselves in the background as masterminds, as they believe that fame-seeking people like narcissists are replaceable, while they themselves are not replaceable due to their influence and power.

Psychopathy

Psychopathy is the second personality trait of the dark triad and, according to Furtner (2017, 7), is considered the darkest form. The reasons for this are, on the one hand, that psychopaths act very impulsively and uncontrollably and are therefore largely unpredictable. On the other hand, like Machiavellians, they are emotionally cold and show no real empathy for their counterparts. In addition, psychopaths can be described as vindictive, suspicious and aggressive.

Narcissism

According to literature, narcissism can be traced back to ancient Greek mythology and the story of the young man Narcissus. Narcissus was desired by both men and women because of his beauty. However, because he was so self-centered, he rejected all lovers. As a result, he was punished with unfulfilling self-love, which led to him falling in love with himself. When he saw his face reflected in the water for the first time, he could no longer take his eyes off it, fell into the water and drowned due to his self-absorption (Furtner 2017, 5; Kröber 2008, 271).

Narcissism is considered the lightest form of the dark triad. Social connection is important to people who exhibit narcissistic traits, as they are dependent on external recognition and admiration (Furtner 2017, 7). If they do not receive this or are criticized, an act of defiance follows. In addition, narcissists are characterized by anger and shame (Kölling 2013, 439). Narcissists in general are described with the terms exaggerated self-esteem and strong self-confidence (Schmidt-Lellek 2004, 30). In addition, they always want to be the center of attention and be admired and envied for their successes. Dammann (2009, 64) describes a similar approach. According to the researcher, people with narcissistic personality disorder are dominated by a preoccupation with their own self-worth. In addition, these people constantly compare themselves with their counterparts and constantly try to gain confirmation from their fellow human beings. If a person exhibits a very high degree of narcissism, this is referred to as pathological narcissism. This type of narcissist is antisocial, as they humiliate others in order to be seen as better themselves and live at the expense of others (Kröber 2008, 272).

Classification system

The American Psychological Association (APA) has defined a classification system that serves as a clinical scientific breakthrough and describes diagnostic criteria for mental disorders. We have listed the criteria below so that even a psychology layperson can recognize whether your manager could be a person with a narcissistic personality. While Raskin and Hall (1979, 590) refer to the criteria of the original DSM-III classification system, Kröber (2008, 272) refers to the revised DSM-IV-TR model: If at least five of the eight or nine characteristics are clearly recognizable for at least six months, a person can be said to have a narcissistic personality. The more criteria apply, the higher the probability of a strong manifestation.

Manipulative influence techniques of narcissistic managers

Studies show that narcissistic managers use a wide variety of influence techniques. This means, for example, that they instill their opinions and points of view in their employees and try to restrict communication between employees in order to avoid criticism of themselves (Wardetzki 2015, 17f.; Yukl 1999, 296). Studies confirm that such techniques are actually used in practice. For example, research describes teams being played off against each other and also incited against other departments. It has also been shown that employees are deliberately put words in their mouths in order to agree with the manager. If the employees’ point of view differs from this, they are portrayed as naive.

In addition, both studies (Rosenthal 2010, 52; Wardetzki 2015, 17f.) and practical observations show that some narcissistic managers become lazier after some time in a management position or present their performance as better than it actually is in order to receive unjustified recognition for it. Practical findings show that managers deliberately make certain statements in order to get employees to complete tasks for them. Subsequently, however, the successes are claimed by the manager alone.

In addition, the literature (Yukl and Falbe 1990, 132ff.) as well as in practice describes that pressure techniques – including threats, demands and intimidation – are often used as manipulative influence techniques. In addition, it has been shown that creating fear among employees plays a central role. Wardetzki (2021, 64) points out that male narcissists often devalue their counterparts. As the (former) managers in the survey were predominantly men, the practice confirms this observation to a certain extent.

Studies also show that employees are repeatedly made to feel guilty and that managers build up friendships with those they manage in order to subsequently exploit them. It is also described that narcissistic managers use empathy specifically to recognize the weaknesses of their counterparts and then use them manipulatively against the person concerned.

Negative effects

Both the research results of Tepper (2000, 186) and other studies prove that manipulative influence techniques have serious effects on employees. Examples such as high fluctuation, dwindling work motivation and emotional exhaustion can be confirmed by both sources. In addition, the studies show a decrease in concentration, enjoyment, productivity and performance. Other effects include unrest within the team, the devaluation of other departments, a less friendly communication style and significantly reduced communication with each other. Employees’ self-esteem was also diminished by the manipulative behavior.

At the same time, however, it becomes clear that manipulative behavior can also lead to learning effects, such as placing more value on appreciation towards colleagues in the future or choosing a job not only based on the tasks but also on the manager.

Leadership styles

Destructive management style

Destructive leadership can be described as complex and multifaceted (Walter 2015, 46). According to researchers Padilla, Hogan and Kaiser (2007, 179f.), destructive leaders exhibit charisma and a personalized exercise of power as well as narcissism, negative life themes and an ideology of hate. Walter (2015, 46) explains that destructive leaders often behave aggressively, hostile and disrespectfully towards their followers. Outbursts of anger, insults and humiliating those being led are just a few examples. Einarsen, Aasland and Skogstad (2007, 208) define this leadership style as “The systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organization by undermining and/or sabotaging the organization’s goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of subordinates” (Einarsen, Aasland and Skogstad 2007, 208).

Researchers argue that destructive leaders exhibit narcissistic traits. They cite Hitler and Saddam Hussein as examples of malignant, destructive leaders with narcissistic traits (Padilla, Hogan and Kaiser 2007, 180f.). Schyns and Schilling (2013, 138) state that companies with destructive leaders have an increased turnover rate and resistance to the leader can arise. In addition, this management style can contribute to employees’ work behavior developing in a counterproductive direction.

Toxic management style

The American professor Lipman-Blumen (2005, 29) has studied this leadership style in depth and describes leaders who use it as follows: “Rather, toxic leaders are those individuals who by dint of their destructive behaviors and dysfunctional personal qualities generate a serious and enduring poisonous effect on the individuals, families, organizations, communities, and even entire societies they lead” (Lipman-Blumen 2005, 29).

The behavior of toxic managers is difficult to assess. If they have sympathy for employees, they behave in a friendly manner towards them. However, if they feel antipathy for people, they deliberately harm them or enrich themselves at the expense of these people (Lipman-Blumen 2005, 29). According to Schmidt (2014, 57), toxic managers can be described as narcissistic busybodies. In addition, they monitor their employees in both an abusive and authoritarian manner that is hardly predictable.

Charismatic leadership style

Charisma, which comes from the Greek and can be translated as “gift of grace”, describes people with special charisma, dominance and persuasiveness (Pinnow 2011, 90; Kirchler & Walenta 2011, 78). Charismatic leaders rely on their followers, who show loyalty, faithfulness and devotion to them (Kirchler & Walenta 2011, 78). At the same time, they are recognized voluntarily, whereby those being led often perceive this as a duty (Pinnow 2011, 90).

While research has long emphasized the positive aspects of charisma, Yukl (1999, 296) points out that negative aspects such as manipulation have been neglected. Padilla, Hogan and Kaiser (2007, 179ff.) refer to charisma as a characteristic of destructive leaders, citing personalities such as Hitler and Stalin as examples. Although charisma can also achieve positive results, according to the researchers the negative effects predominate.

Famous leaders with narcissistic traits

There are numerous leaders who exhibit narcissistic characteristics and yet have achieved remarkable success. Here are some well-known examples:

1. Steve Jobs (Apple)

• Characteristics: Charismatic, visionary, perfectionist, known for his demanding management style.
• Success: Revolutionized the technology industry with products such as the iPhone, iPad and Mac.
• Narcissistic traits: strong self-confidence, intensive control over company decisions, high expectations of employees.

2. Elon Musk (Tesla, SpaceX, X/Twitter)

• Characteristics: Extremely ambitious, innovative, willing to take risks, dominant management style.
• Success: Leads several globally successful companies and has significantly influenced industries such as electromobility and aerospace.
• Narcissistic traits: pronounced self-presentation, impulsive decisions, high expectations of his team.

3. Jeff Bezos (Amazon)

• Characteristics: Disciplined, controlling, obsessively customer-oriented.
• Success: Development of the world’s largest online mail order business and expansion into various business areas.
• Narcissistic traits: strong focus on perfection, high pressure to perform within the company, uncompromising business strategies.

4. Donald Trump (Trump Organization, US President)

• Characteristics: High self-confidence, talented self-marketer, dominant demeanor.
• Success: From real estate mogul to 45th President of the United States.
• Narcissistic traits: constant need for admiration, low critical faculties, impulsive and often controversial decisions.

5. Howard Hughes (aviation, film industry)

• Characteristics: Perfectionist, visionary, eccentric.
• Success: Pioneer in the aviation industry and successful film producer.
• Narcissistic traits: strong urge for control, obsessive behavior, increasing isolation in later life.

How employees can protect themselves

Dealing with narcissistic managers can be challenging for employees. However, there are strategies that can help protect yourself and maintain a healthy work environment. Here are some recommendations:

Set clear boundaries: Define personal and professional boundaries to protect yourself from excessive demands. Communicate these boundaries clearly and stick to them consistently.

Maintain a professional distance: Avoid revealing personal information and focus on factual communication. This can help to reduce attempts at manipulation.

Build a support network: Seek out exchanges with colleagues to share experiences and support each other. A strong network can provide support and prevent isolation.

Keep documentation: Keep a written record of important interactions and decisions. This can serve as evidence in the event of conflicts or misunderstandings

Practice self-care: Take care of your physical and mental health by taking regular breaks, exercising and practicing relaxation techniques. A healthy lifestyle strengthens your resilience to stress.

Have realistic expectations: Recognize that changing narcissistic behavior is unlikely. Focus on how you can act in a self-determined and resilient way.

Important to know

The information, leadership styles and characteristics listed above are archetypal descriptions. There are very few people to whom this applies 100% or who embody a type completely. To avoid jumping to conclusions, a person should be observed for at least six months. If at least five points of the above-mentioned APA classification system apply during this period, we can speak of a person with narcissistic traits.

Conclusion

Sooner or later, almost everyone encounters a narcissistic person – whether in their private life, among colleagues or in a management position. Although it is often difficult to recognize narcissists at first glance, with the right knowledge and strategies, you are not defenceless against them. If you set clear boundaries, set yourself apart professionally and build on a strong network, you will be better able to deal with the challenges. If all this is not enough, there is ultimately only the most consistent solution: switching to a healthier environment.