Narcissistic leaders: The good, the bad, and recommendations

Published November 2, 2021
By Yoonhee Choi, Wei Ming, Jonathan Phan

Narcissism in leaders is like eating chocolate cake: a little is exciting, too much and it becomes nauseating.

This paper studies describes how leaders’ narcissism influences their interpersonal relationships with employees at work. We draw from the personality literature to provide a nuanced view of how narcissistic leaders can affect their organizations. We argue that narcissism in leaders is not necessarily good or bad, but instead depends on the level (continuum) and blends of different narcissism facets (combinations). Narcissism can be broken down into three smaller facets: (1) Authority, the desire to influence others; (2) Grandiosity, the desire for and acceptance of attention; and (3) Entitlement, the belief that they are deserving.

A leader high in all narcissism facets would be an ineffective leader. They would expect everyone to be under their influence and direction (high Authority), constant adoration from their followers (high Grandiosity), and that their organization’s resources should be at their discretionary disposal (high Entitlement).

A leader low in all narcissism facets would also be an ineffective leader. They would shun the central responsibility of a leader: directing their organization (low Authority). They would fail to recognize the good outcomes of their leadership or dismiss the genuine compliments for their employees (low Grandiosity), and they may not fight for the best outcome during negotiations (low Entitlement).

Instead, effective leaders demonstrate a moderate level of narcissism across all facets. These leaders will have some desire to influence and direct people, but not everyone in all matters or situations (Authority); some readiness to take the spotlight to declare what they have accomplished, but not constantly seek attention or admiration (Grandiosity); and some willingness to believe that they and their organizations deserve the fruits of their potential and productivity, but not when doing so would be unfair or at the cost of someone else (Entitlement).

Our paper further delineates how narcissism in leaders can both attract and drive away talented employees and colleagues. We provide practitioners helpful guidance how to potentially ameliorate narcissistic leaders’ harmful aspects in organizations, specifically through coaching, culture, and checks (the Three Cs).

Yoonhee Choi (PhD, University of Minnesota) is an Assistant Professor of Management and Human Resource Management at California State University, Long beach. Her research interests lie at the intersection of strategic management and organizational theory, with a focus on star CEOs, innovation, institutional investors, and institutional complexity. Email: yoonhee.choi@csulb.edu. (Corresponding author).

Wei Ming Jonathan Phan (PhD, University of Illinois Urbana-Champaign) is an Assistant Professor of Management and Human Resource Management at California State University, Long beach. His research covers a range of topics: individual differences, career fit, workplace health, cross-cultural psychology, and psychometrics. Email: jonathan.phan@csulb.edu.