Narcissism at Work
View(s):Narcissism is a concept that was birthed in Greek mythology, in the story of Narcissus. A handsome man who was so enamoured and in love with his reflection in water, that he fell into the depths of a river and drowned to his death. In the field of psychology today, narcissism is understood as an excessive level of self-obsession and self-involvement; excessive regard for one’s own self over others. 
Whilst narcissism has been a topic of conversation and discussion for many years, it is a more relevant issue today, given how the very way of living promotes and enables the development of narcissism. It is not simply a flaw of the millennial and younger generations, but a flaw of today’s people as a whole. In the recent past, narcissism as an issue was given the spotlight when the ‘selfie’ became a widespread phenomenon. The widespread use of the front-facing camera, where a lens that would normally be directed on the outside world, on others, became eternally directed on the self was a fear inducing sign that narcissistic behaviour was becoming the norm. Snapchat, Instagram, and the other countless software with the beautifying “filters” and special effects led to an unerring obsession with taking images of one’s self and the “perfect selfie”; changing photography from an outward-focused activity to a self-focused activity.
Perhaps one could argue that parenting patterns in itself created a pattern of narcissism. Being constantly told and reinforced that we are special, unique, and important has created a slight level of self-involvement and self-regard that we cannot ignore. The personal fables we craft for our lives, illustrating our own triumphs over obstacles to emerge as who we are today can be construed as manifestations of narcissism as well. We must also reflect on social media platforms that we look to connect, collaborate, and network. On our Facebook, Instagram and Linkedin profiles, we all present the best versions of ourselves: Craft our personal statements in a way that even our most mundane achievement shines with austerity. Networking conversations have shifted from learning about others’ capabilities, to being an opportunity to present one’s achievements and competence.
Narcissism in leadership is a more complex and intricate issue. If we ask a random cohort of people to describe an ideal leader, or an exemplary leader, some if not most of these respondents will describe a larger-than-life personality that is charismatic, inspiring, and confident. Self-promoting and grandiose leaders who advocate and endorse their strengths and capabilities to no end, instill a sense of confidence in the populace and are perceived as good leaders.
The flip side of course, is such leaders tend to lack empathy, be more self-focused than team-focused, and focus leadership efforts to shine alone, rather than give light to a mission or workforce. The presence of such a leader can shift attention from work and growth in an unproductive manner. Working for a narcissistic leader will not be a useful experience for an employee; all credit, acknowledgement and attention will be drawn by a narcissistic leader. His/her followers would simply feel as cogs in a wheel that is revolving only for the advancement of such a person. Their opinions, concerns, struggles would count for nothing in contrast to the grandiose visions and expectations of the narcissistic leader. This polar focus on vision and capacity alone, with a lack of grounding in reality, has been the downfall for many narcissistic leaders, and unfortunately, also their organisations and staff.
Of course, narcissist leaders do have their fair share of strengths. As per research in the area of personality and work, the sense of grandiosity, invulnerability and confidence that come with narcissism allows narcissists to be great in professions involving high power gaps between the leader and the followers; mostly when followers are made to feel or are subservient. Research also goes to state a few professions in which narcissism is accepted and usually goes unquestioned: Politicians, CEOs, lawyers, doctors, movie actors, media and sports, chefs, law-enforcement and military personnel, and even university lecturers and priests and clergy. Cerebral narcissists who are intellectuals, can also be charismatic visionaries who could craft a story into the future with great articulation and of course them being in the centre. They are high risk takers and sky is the limit – and their visions are often limitless, groundbreaking, and transformational. Their confidence, charisma, and sense of self-efficacy will be highly useful in attracting and drawing followers. People flock to a leader that exudes capability; and a narcissist leader does just this. To each of the above strengths exists a complementing weakness; the ability to cast visions is opposed by a disconnect from reality; the ability to attract followers is opposed by an inability to retain them unless they are being made die-hard loyalists who may not understand the hidden agendas. All in all however, this alerts one to be more careful in the recruitment of leaders, selection of persons in the succession plan who will be groomed for higher leadership roles eventually.
By acknowledging the strengths of the narcissistic leader, we come to a crucial point in our journey of understanding and overcoming narcissistic leadership. And that is to view narcissism from a productive lens. By pairing a narcissist with a more empathetic and balanced leader, a trusted close associate who can take the role of bringing reality when needed, of bringing humaneness to the race of achieving excellence, we can capitalize on the strengths of a narcissist in the organisational hierarchy. As much as we celebrate the big personalities, we need to start recognising and celebrating these close associates who at the end of the day, are the real role models and real heroes in a war that balances the ego at the top.
We may all have some qualities of narcissism in varying degrees. The recipe of self-growth is in how we become aware of it and regulate/control it. (The writer is a Business Psychologist, the Founder of Forté Consultancy and the author of ‘From Crisis to Character’ and a co-author of ‘RockStars-Creating Stellar Performers in Organizations’. She can be contacted on rozaine@forte.lk)