Dr Amy CM Yeo
Dr. Amy CM Yeo is a Senior Lecturer at TAR College, KL Main Campus. The author is also an Honorary Adviser for CEO Search & Services, a Singapore-based Human Resource Specialist and Consulting firm. She can be reached at cmyeoamy@yahoo.com or yeocm@mail.tarc.edu.my

The term “narcissism” originated from the Greek myth of a beautiful youth, Narcissus, who callously spurned the affection of others and fell in love with his own reflection in a pool of water. He stayed by the water in a futile attempt to possess the reflection, and pined away. This seems like a metaphor of another real human that exists among many leaders today. It has parallel with grandiose managers, control freaks, paranoid managers, sociopaths, ruthless managers, bullies, and problematic rigid managers which inextricably linked with toxin of leaders and hence, warrant enormous study into how the pros should out weight the cons of narcissistic leaders. Notably, the resurgence of this study opened up another new and insightful dimension arising from the Enron debacle.

Organisations have suffered over the past few years with the effects of "9-11" compiled with business scandals, such as those of Enron and Nortel, which seem to be exposed on a daily basis. The new focus for organisations appears to have changed directions from the single-minded focus on "shareholder value," which measures performance on the sole basis of stock price, to transparent organisations with an open culture of integrity, ownership, and accountability¹. This concern has led to an increase in the research on toxicity of leadership in which narcissism is one of the main focuses.

Following research conducted by Fulmer and Conger², it was unfolded that organisations spend an estimated $50 billion a year on the development of leaders. Despite this knowledge and investment, researches on leadership over the years remained murky and foggy; in particular, research on narcissism has been hamstrung by critics, scholars, and practitioners alike because of the destructiveness of such character. Put this aside, the author acknowledges the fact that no one best leadership model exists in this world! Nonetheless, as a result of some typical and notorious global corporate crisis (e.g. Enron and Worldcom) and leadership failures, in turn, this paper examines more specifically the incredible and inevitable elements of narcissism.

When leaders are at the helm of corporate victory, albeit having read the world’s top-notch MBA programme, claim overtly that there is no ‘formula’ or ‘recipe’ for their style of management or leadership. But, when faced with corporate disasters, more often than not, they ascribed the failure to external catastrophes. This is a conspicuous syndrome of narcissism, and when matures, would likely to permeate and dominate organisational culture. By virtue of their independent and aggressive personality, narcissistic leaders don’t learn easily from others. They don’t like to teach but prefer to indoctrinate subordinates usually through skilful oratory. Perhaps the main problem is that the narcissist’s faults tend to become more pronounced as he becomes more successful.

Tominaga³, a leading Japanese management consultant and best-selling business writer argues that German managers make “… the fundamental mistake of being willing to change everything except themselves”. They have developed an intricate psychology of shifting the blame so that it is never they, but their colleagues who rail against change.

Maccoby⁴ propounded that narcissistic leaders exhibit some distinct strong and weak characters, amongst others, includes the following personality traits:

Lack of Empathy

Numerous best-selling business writers today have taken up the slogan of “emotional competencies” - the belief that successful leadership requires a strongly developed sense of empathy. Indeed, lack of empathy is a characteristic shortcoming of some of the most charismatic and successful narcissists, such as Bill Gates and Andy Grove. Neither Churchill, Stalin, nor Mao Tse-tung were empathetic. And yet they inspired people because of their passion and conviction at a time when people longed for certainty. In fact, in times of radical change, lack of empathy can actually be a strength. Very often, organisations re-structure, de-layer, re- engineer, de-cluster and of late, massive mergers and acquisitions which made many people angry and sad - a decision often associated with narcissists. As a Malaysian CEO commented, “At such a critical crossroad, I would as if I have lost my heart; acted firmly and let them swallow me alive!”

In terms of interpersonal relationship, given this lack of empathy, a narcissist score almost zero against other personality types. They are often unlikeable, and easily stir up people’s hatred against them. Narcissistic leaders know inside out whether or not people are with them wholeheartedly. They know whom they can use. They are very thin-skinned and self-protective. They glory in turf protection, fighting and controlling rather than uplifting followers. Be chary, if not being controlled, the consequence can be disastrous.

Sensitive to Criticism

Narcissists are extraordinarily sensitive to slights or unfavourable remarks. They bruise easily with even a slightest fight back from their employees. Intolerance to dissents, at times, can be very abrasive with employees who doubt them. In fact, office gossips are pervasive frequently smearing words like “so and so publicly humiliate his subordinates…” Steve Jobs, for instance, has been slammed for such remarks in corporate business news and cases.

Knowingly and unknowingly realising their weaknesses, many a time, narcissists put on a brave front and keep others at arm’s length. Indeed, they can put up a wall of defence as thick as Pentagon. By virtue of his legitimate position, people kow-tow him and bow down at 90 degree if not more. This eventually breeds a group of yes-men, who are all too willing to provide accolades and worship on a regular basis. As a result, more independent-minded players leave or are pushed out, succession becomes a particular problem. Worse still, such undesired act hinders and stymies organisational growth resulting in feeding voluminous dead woods. Crisis seems imminent.

High Desirability to Compete

Narcissistic leaders are relentless and ruthless in their pursuit of victory. They work round the clock toiling throughout ungodly hours. Games are no longer games to them but tests of survival skills. Of course, all successful narcissists want to win. Organisations led by narcissists are characterised by intense internal competition. Their passion to win is manifested by both the promise of glory and the danger of extinction. It is a potent brew that energizes the organisation, creating a sense of urgency and competitiveness. This formula sounds fantastic but risky. The effect can be breathless employees signalling mental disruption and asking for mercy. More so, with the IT gadgets enhancing the mode of communication, narcissists can reach their subordinates within a touch of button. In contrast to traditional method, the current working pace is expected to accelerate swooping on speed of rivals in order to win a horse race. Perhaps, only the super stars in organisations are able to cope or bear with it. The plausible upshot is that of high staff turnover, absenteeism, sabotages, vandalism, mental disorder, and the like, which turns out to be a lose-lose battle for all.

Adversity of Mentoring

The lack of empathy and extreme independence makes it difficult for narcissists to mentor and be mentored. If they do mentor, they want their protégé to be a pale reflection of themselves. Often, they are more interested in instructing than in coaching. Avoid mentoring is no excuse to becoming an effective leader. Their fear could be that wrong mentoring approach or rather lack of competencies may be hit by strong criticism from people. Their social desirability is at stake.

Narcissists don’t credit educational programmes for their own development as leaders. They attribute their success to their own internal locus of control, nothing to do with luck, opportunity or timing. Thinking high and mighty of themselves, they take pride of the position held, ignoring mentors whom they perceived are of subservient or ‘low class’. This, again, can lead to complacency within the comfort zone. The likely effect is that of human inertia and inept breeding ground which is extremely dangerous. A few narcissists such as Bill Gates may find a friend or consultant whom they can trust as a guide or confidant. But most of them prefer mentors they can control. On the other hand, a nonnarcissist would probably go against the tide by listening to others, to the extent of covering their peers, colleagues and subordinates - seek and sought their views - before they wrap up their decisions.

It appears that time is ripe for an illuminating moonlighting. Darkness shall remain darkness if it doesn’t ignite and shine. A narcissist will never know his true self if his weaknesses continue to be buried. To light the candle, we now look at some possible dark side ‘therapies’ narcissists could unleash so as to avoid pitfalls.

Find a trusted sidekick

Many narcissists can develop a close relationship with one person, a sidekick who acts as an anchor, keeping narcissistic partner grounded. However, given that narcissistic leader trust only their own insights and view of reality, the sidekick has to understand the narcissistic leader and what he is trying to achieve. Not surprisingly, many narcissistic leaders depend heavily on their spouses, the people they are closest to. Such person must not support his grandiosity and feed his paranoia. She should be stand by him and provide meaningful guidance whenever a need arises, especially, when he derails from the noble pathway. It may be even better for a narcissistic leader to choose a colleague as his sidekick. Good sidekicks are people who are able to point out the operational requirement of the narcissistic leader’s vision and keep him rooted in reality.

Indoctrinate the organisation

Narcissistic leaders are good at converting people to their point of view. They are mirrored as dictatorial navigator who constantly direct subordinates to think the way he does about the business. GE’s CEO, Jack Welch, for instance, uses his toughness to build a corporate culture and to implement a daring business strategy, including buying and selling a score of companies. Welch was also able to focus on execution and push the companies to the limits of quality and efficiency, bumping up revenues and wringing out costs. Further, he indoctrinates into GE managers through speeches, memos, and confrontations. GE’s managers must either internalise his vision, or they must leave. The bottom line is to get GE back to its right shape and size. In short, he gets the company to identify with them, to think the way they do, and to become the living embodiments of their companies.

Burke’s model (2006)⁵

The study has revealed an empirical finding into exploring the dark side of why leaders fail. Leaders that fail behave in ways reflective of their personality that limit or derail their career. These flaws include arrogance, aloofness, perfectionism, insensitivity, selfishness, and betraying the trusts of others. Possible solutions to reduce these derailers include the following:

Narcissistic leaders, despite unfailing criticism on its perceived destructive nature, have a productive side of it. They have compelling, even gripping, visions for companies and they have an ability to attract followers.

Great vision

All leaders have visions. People in mental hospitals also have visions. Of course, narcissistic leaders are no exception. They understand the vision thing particularly well, largely because they are by nature people who see the big picture. They are not analysers who can break up big questions into manageable problems, they aren’t number crunchers either. Some people see things as they are and ask why, narcissistic see things that never were and ask why not.

Scores of followers

The simplest definition of a leader is someone whom other people will follow. Indeed, narcissists are especially gifted in attracting followers, and more often than not, they do so through language. Narcissists believe that words can move mountains and that inspiring speeches can change people. Narcissistic leaders are often skilful orators, and this is one of the talents that make them so charismatic. Indeed, anyone who seen narcissists perform can attest to their personal magnetism and their ability to stir enthusiasm among audience.

Narcissism is dangerous and can suggest a leader who is self-deluded and out of touch with reality. Because it is often their grandiose sense of self-importance, preoccupation with success, power and arrogant behaviour that actually help them get top jobs in the first place. As earlier discussed, the most serious problem with narcissistic leaders is that they are unlikely to change even with extensive coaching. Rather, they are likely to become more problematic as their power grows and they go on in years, rather than less problematic. If companies screen for narcissistic traits and think twice before hiring or promoting these people, they can save themselves and their employees a great deal of grief.

Organisation typically pays relatively little attention to toxic behaviour. Ironically, people in organisations tend to equate confidence with competence, aggressiveness with being a go-getter, and antisocial glibness with true achievement. Missing crucial danger signs and mistaking them for predictors of high performance will lead an organisation to be filled with potentially narcissistic leaders.