The Benefits of a Little Narcissism for Managers The Benefits of a Little Narcissism for Managers

What does a high level of narcissism mean for a team?

In team meetings, almost only one person speaks, mainly about themselves. This person listens impatiently, interprets questions as criticism and views criticism as a declaration of war. Such teams experience high levels of staff turnover and the team leader often views those who leave as ungrateful, demanding or out of their depth. Such managers do not want to deal with equals, but seeks to build up an admiring, self-sacrificing coterie of followers. However, some mild forms of this phenomenon can be beneficial for those in leadership roles.

How much narcissism does a manager need?

A little, but not too much. A manager should be confident, believe in their ability to solve tasks and challenges and know the strengths and weaknesses of their team. They should not be sensitive or conflict avoidant. A good manager needs analytical skills and engages with polite questions and positive criticism without branding their interlocutor as a traitor or an idiot. Instead, they value such behavior as key to success. Role clarity is important for employee satisfaction. They also enjoy working in a team of whose successes they can be proud. When managers praise their team, it's good for everyone.

Is narcissism synonymous with power and self-confidence?

Narcissism is not a binary concept, but manifests itself in degrees. There are pathological narcissists, grandiose narcissists, people with above-average narcissistic tendencies, people with a high level of self-confidence and more modest people. The more pronounced the level of narcissism a person exhibits, the greater is their self-confidence, the urge to be admired and their conviction that they deserve special treatment. This in turn conditions sensitivity to criticism, resentment, rivalry and open aggression towards all those who question their special position.

Can a manager survive in everyday working life without a degree of narcissism?

Leadership positions are usually associated with representative tasks and a competition for resources and status. People who strive for admiration and who do not shy away from conflict thrive in such a role. Yet as with most things in life, many roads lead to Rome. A lot of management tasks can be solved through the application of social intelligence. The socially aware have a keen appreciation of boundaries and how not to cross them. People exhibiting a high level of narcissism on the other hand, lack this ‘inner brake’, and often interpret their extreme behavior as a legitimate form of self-defense against the resentment and incompetence of others.

How can the team respond to the exaggerated narcissism of their manager?

Leave the team and look for another job.

Is it possible to recognize extreme narcissists within the scope of the recruitment process?

Narcissists exhibit their pathology during assessment procedures and interviews, as they find themselves in a situation of competition. One approach that interviewers can take is to ask candidates how they dealt with past situations that they found difficult.

Which other personality traits are important for a manager?

A successful organization needs emotionally stable and resilient leaders who treat their staff fairly. Managers who display respect and appreciation towards their employees often reap the reward of a proactive team that deals with problems rather than passing them up the chain of command. 

How did you come to investigate narcissism from an occupational psychology perspective?

We deal with the lighter sides of darker personality traits in an attempt to demonstrate their functional characteristics. For example, if you really want to solve problems, you need self-confidence, a very positive mental attitude and the willingness to fight to succeed. 

Where can I develop an insight into this interesting matter?

From your staff. Managers should always take the time to listen properly to their employees and be grateful when they raise problems, rather than immediately taking offense. The real problem is often not employees who complain, but staff that say that they have everything under control when they do not. Managers should signal that they are happy to help with problems. Even an initial failure is an opportunity to solve a problem in the second round.   

Interview: Hannes Seiler