- Conditions for constructive leadership of a narcissist
- Productive narcissists and the dark side
- Three personality types
- Strengths narcissistic leaders
- Weaknesses narcissistic leaders
- Working for a narcissist
Maccoby mention is figures such as Napoleon Bonaparte, Mahatma Gandhi and Franklin Delano Roosevelt who determined the social agenda "when society was dominated by war, religion and politics." Now I'm wondering if you have such imperious and warlike type which brought the revolution must be equated with a peaceful activitist who advocated non-violent action to achieve social change: Napoleon vs. Gandhi.
The world has enough for everyone's need but not for everyone's greed.
Anyway, the message of Maccoby is always the future narcissists determined in the course of history and have inspired other people. Narcissism has a shadow side, a dark side. Freud said that narcissists are emotionally isolated and highly unreliable. They can ignite in rage - narcissistic rage - if they are hurt and the image they cease being threatened themselves. They have an inflated ego. And if they achieve something, lurks the danger that they get delusions of grandeur. The narcissistic personality type is named after the mythical figure Narcissus, who died because he was preoccupied with himself. He fell in love with his reflection in the water; he was no longer stay away from the water. He beat up slowly, he lost his life and his beauty that once was so enchanting to the nymph Echo - despite everything remained close to him. Narcissus became weaker every day until he died exhausted.
John William Waterhouse: Echo and Narcissus Freud identified three main types of personalities:
Most people possess all three types of some properties, but often one type dominates the personality. The erotic personality type wants to be loved - they are dependent on others whom she does not want to miss the love, something they fear. Obsessive types are independent and conscientious. They are people who keep order and peace and they are suitable as operational managers, says Maccoby. They want to develop themselves happy and they are looking for the best ways to identify problems and resolve conflicts, win-win situations, establish and improve himself as a manager. What they miss is as Maccoby "the vision, the courage and the charisma needed a good idea to create a fantastic idea." They are people who can communicate well, be productive and able to work well with others. "The unproductive ... instances are short-sighted experts and rule-bound bureaucrats."
Better a wise guy who is low-born connect a foolish old king, covering his ears for advice.
Narcissists, however, are independent innovators who are guided by their desire for status, power and prestige and have a strong motivation to realize their grand plans and ambitions. They want to be admired, but they also want to know everything so they can make the right decisions. Guilt they pounce on their targets. The risk is that they put themselves on a pedestal, isolation from others and develop a kind of suspicion which they see an attack at criticism of their person. They can perform common in such cases, going over corpses and devastate the company in their unbridled lust for power. A person's personality so determined leadership style. It is best if a narcissist has obsessive traits and is not a full-blooded narcissist. He will not go over dead bodies to reach his goal, but also take into account the feelings of another and make moral judgments - rather than acting purely opportunistic.
1. Narcissistic leaders have a vision that can reach far and they want to achieve at breathtaking speed and with great efforts. These leaders are indispensable in times of change, when the rudder must be drastically reversed and new worlds to be discovered. They want to achieve something and leave a legacy.
2. Narcissists are very well able to bind people to themselves and to generate enthusiasm for their grand plans. These followers hang on the lips of the narcissist - which often is a gifted and talented speaker. However, there is likely a risk: the more he rises up the ladder of prestige and prestige, the less it tends to listen to others, advices he explains he precipitates and good advice beside him in the wind.
"Narcissistic leadership is essential in times of transition. This talented strategists and courageous risk takers inspire their staff and lead their organizations towards a better future. Yet they emotionally are often isolated and they prove their surplus to distrust their infamous tantrums. They can companies at devastate when their excesses are not checked. When these leaders understand its limitations, waiting their business golden years, but they see their shortcomings not, threatens hell. "¹
Too narcissistic boss bad for business
Narcissism at a top driver is necessary and good for a company, but an overdose can have destructive consequences. This enables Rijsenbilt Antoinette in her thesis 'CEO Narcissism: Measurement and Impact'. Rijsenbilt developed fifteen indicators that narcissism can be measured by top executives and recommends to include such a measure in the corporate governance code. She will defend Thursday, June 23rd, 2011 at Erasmus University Rotterdam.
Rijsenbilt investigated the influence of the CEO on the internal organization and operating profit. An important indicator of this influence degree of narcissism. This is a personality trait that may have the desire for power and recognition major impact on the operating result. Narcissistic directors are often good top executives, but to narcissistic can have destructive effects on business results, says the researcher.
The research shows that fraud is more common in high narcissistic CEOs compared to CEOs who score lower on the narcissistic personality dimension. Furthermore, top executives with a high degree of narcissism less contradiction of the rest the board.
Rijsenbilt proposes a daffodil meme ting "make it part of corporate governance codes. Careful monitoring of this personality trait is important. The researcher recommends regulators to intervene immediately if the CEO increasingly narcissism shows. She developed effect adopted fifteen objective and observable indicators. This narcissism with top executives can first be widely measured and monitored.
The indicators are derived from official publications of publicly traded US companies over a period from 1992 to 2008. The indicators include information on the amount of remuneration, acquisition behavior the daffodil practical one CEO, the more acquisitions he's doing and how valuable the companies he takes over), publicity sigh, the size of the photo of the CEO in the annual report of the company and the private use of the company aircraft. If for example, shareholders have a gut feeling with their CEO, they can examine on the basis of 15 indicators objectification or visit is.²