Narcissism And Leadership: A Case Study

Arrogance- Their egocentrism results in a haughty attitude. They hold themselves in formal ways and will speak as though they are from a higher or superior position. This arrogance also lets narcissists treat other people as inferior to them. They are dismissive or rude to people whom they consider to be “sub par” to them.

Within an induction period shadowing another member of staff is a useful way of learning a new role even if you are experienced at the role every work place has the own policies and procedures to adhere to. Each setting has different expectations from its staff and the service users they support, so this method of training is an effective way of introducing the work ethic and standards of each individual setting.

Narcissism occurs on a continuum, and everyone thinks narcissistically. The following are examples of some things that may be the result of narcissistic thinking, and can be either spoken or just thought. They may be generated consciously, or subconsciously. If consciously generated, the reason behind them can be found. If generated subconsciously, the reason will be illusive. Subconscious beliefs are responsible for producing the narcissitic idea, and the conscious mind agrees.

Narcissism is a terrible trait to have in an employee, you discuss the way narcissism makes one of your coworkers feel entitled to a leadership position. Hopefully he is not given any leadership powers until he reigns in his narcissism. Narcissistic leaders can be even more problematic than a narcissistic employee. Leadership is about influencing someone, or a group, to achieve a goal (Kinicki & Fugate, 2016). Narcissists struggle to influence people because they are too wrapped up in themselves. Their feelings of superiority can also lead to them being short or condescending with employees.

Obviously, narcissists act as if they are sure of oneself. Due to these character traits, a manager can make the following assumptions about Simon: he is extraverted, disagreeable, lacks external locus of control, and lacks openness (Schemerhorn & Bachrach, 2014, p. 361). By having these traits, the manager needs to know that he will be very outspoken, blame other people when things go wrong, and does not like changing work environment. Without recognizing these traits, the manager will fail into being able to coach the narcissist. The trick is to be sensitive with the narcissist’s feelings. M. F. and DeVries (2014) say that a manager needs to build up the narcissist’s self-esteem but not make him be frightened (103). There is a fine line between making the narcissist act more superior or by crushing the narcissist’s self-esteem. A manager needs to be sure that they are not praising or condescending on the narcissist (M. F. & DeVries, 2014, pg. 103). Once the manager establishes that fine line the narcissist will be more responsive to that manager and will be more likely to trust that manager. The best way to coach a narcissist would be to discuss the relationships that the narcissists share with others. M. F. and DeVries (2014) say that narcissists have a habit transferring the wanting to please their parents as children into wanting to impress their bosses in adulthood (pg. 104). If a narcissist notices that they have a manager that

For my discussion paper this week I chose to look at narcissism and the recent advent of a 1 question scale to determine narcissism. In particular I will look at how this study relates to concepts discussed in Chapter 2 of our readings. The scale and its development is outlined in Development and Validation of the Single Item Narcissism Scale. My interest in this subject is sparked by interactions with a family member growing up, who among other things, could be construed as highly narcissistic. From Wikipedia: “Narcissistic Personality Disorder (NPD) is a personality disorder in which a person is excessively preoccupied with personal adequacy, power, prestige and vanity, mentally unable to see the destructive damage they are causing to

Seth Spain, author of The Dark Side of Work, argues that narcissists have advantages when it comes to their take charge personality in which it helps them to get ahead. Spain implies, “They are motivated to seek positions of power and influence, because those positions are consistent with their views of themselves as special and important” (Spain). However, studies have proven that narcissists do not do well in workplace environments specifically because of their inability to form relationships with fellow co-workers. Spain counters his argument by explaining, “In long-term interactions, other people often come to view the narcissist as hostile and arrogant. Excessively narcissistic behavior is likely to contribute to the derailment of a successful career” (Spain). Narcissists have a large amount of charisma which often times pleases people in the beginning. However, it is crucial to remember that it will nearly always back-fire in the end. So being narcissist is not needed and will end up catching up to the individual and end in

The psychodynamic leadership theory asserts that the first experience of leadership started on the day he or she was born. The rationale of the theory has it roots in the development of psychoanalysis of Sigmund Freud. The approach suggests leaders can become more efficient once they understand their own psychological makeup. It evaluates the psychological makeup of an individual by determining what motivates his or her reactions and responses to situations of people around them. The main intention of the approach applies to the enhancement of the overall situation the leader learns as well as their team members. Providing more awareness of the personality characteristics of team members, resulting in a better understanding

I think the one area that leaders struggle with most is with their EGO. It seems that they let their ego get in the way of their success as they only think about what they want without considering what it could do for others. Is leading by Ego the best way? Yes, we want to be successful, but at what cost? I believe full heartly that ego can lead to success in the short-term but like the leaders of fallen giants like Enron & Arthur Anderson will tell you, it can catch up to you. We can only fill our ego for so long before it needs more. One of the questions one has to ask himself/herself to keep their ego in check is, “Am I here to be served or to serve?” Blanchard and Hodges assert that self-serving

Jeff, I truly appreciate your post and would like to offer you my experiences with the narcissist and change within my business. I had a boss who was a narcissist but could not see it in himself even after given many examples. He truly had dreams of being in control of everything and wanted everyone to admire how smart he was (Kinicki & Fugate, pg. 444). I had met him prior to him becoming my boss and I knew he was a Naval Academy graduate and for some reason, in my experiences they are either really good, thinking of others before themselves or really bad and they are the ultra narcissist. In this case I inherited the later. His bragging about how smart he was and his need to micro-manage everything became old very fast. The examples given

The last weeks and the two last weeks, I learned many thing from the relational leadership class. My classmates presented about the narcissism. The meaning of narcissism is “inordinate fascination with oneself; excessive self-love; vanity” ("Narcissism," n.d.). In organizations, leaders who have this type personality, they will only interest in their self and do not care others thinking or opinions. The great leaders should have more on the emotional intelligence, so they will understand, know how to motivate and lead their subordinates for having more efficiency, getting productivities, and building on team collaboration. Moreover, a leader who has high score of the emotional intelligence, he or she can deal with any conflicts in organizations.

When one is in the workplace, that person should be humble of their presence and should not think of themselves as superior to anyone else, no matter what their occupational status is, they should always think of themselves as an equal to others. Secondly, when an individual have a comprehension of their own skills and limitations, an essential ethical feature which narcissist don’t have, that can lead them to success in the workplace because they know what they can and cannot do, they are not pretentious of their skill sets like narcissists which can become problematic. Furthermore, success in the workplace is a collaboration of teamwork, and successful workers know too well of this ethical feature because teamwork increases the likelihood to succeed in the workplace. Even though some narcissistic qualities can be harmful in the workplace, some people think that when an individual have confident and decisiveness to take risk in uncertainty about the future, which can be fairly common in business, that can lead them to success in the workplace. However, there is no clear indication of how a decision will turn out in the future even when have confident and decisiveness to take risk; thus with careful planned decision an individual can still thrive and succeed in the workplace, even when they might not know what the future will be. In essence, the workplace need less people who have narcissistic qualities, because it’s harmful to possess those characteristics, and more people who practice ethical values because an individual can become successful in the workplace as long as they practice and utilized ethical

Organization culture – the guiding principle that aligns all the employees to march toward a common goal

On the other hand, an unethical leader will exploit the followers to advance their personal agenda by practicing personal charisma with: focus on personal goals, discourages or punishes divergent views, one-way communication and closed to criticism. Additionally, there can be a number of pitfalls that needs to be avoided so that charisma does not turn into a negative attribute. For instance, some leaders can become addicted to their charisma and may begin to feel that they only need to walk into a room and be the center of attention. This is because recognition and validation are a result of charismatic leadership than can be powerful. Therefore, charismatic leaders should avoid this double edge sword by making sure not to take their skills for granted. Another aspect related to charismatic leadership that could be considered a double edged sword is that several organizations can become obsessed with the charismatic leader. In this regard, the charismatic leader takes away the spotlight and attention from the rest of the individuals within the organization. Thus, accountability is then diminished, when the focus is shifted to the personal characteristics of the leader. Not only does the attributes of a charismatic leader leads to success but the very same attributes can become negative which is then the double edged sword. Thus, the recognition of charismatic leadership and its subsequent careful monitoring is very essential to avert abuse and

A strong positive organizational culture develops from employee awareness of the distinct differences between their company and other companies along with company mindfulness and embracing cultural diversity of its employees. As long as the organizational uniqueness of companies is positive, company pride among employees expands and improves the employees’ willingness to learn. Conversely, disinterested employees lack commitment to their company and lack desire to learn, making training more difficult.