Narcissism – drowning in a pool of self-obsession or confidently changing the world?

“Narcissists…are independent and not easily impressed. They are innovators, driven in business to gain power and glory. Productive narcissists are experts in their industries, but they go beyond it. They also pose the critical questions. They want to learn everything about everything that affects the company and its products. Unlike erotics, they want to be admired, not loved. And unlike obsessives, they are not troubled by a punishing superego, so they are able to aggressively pursue their goals. Of all the personality types, narcissists run the greatest risk of isolating themselves at the moment of success. And because of their independence and aggressiveness, they are constantly looking out for enemies, sometimes degenerating into paranoia when they are under extreme stress.” – Michael Maccoby, Narcissistic Leaders – The Incredible Pros, the Inevitable Cons, Harvard Business Review January-February 2000

“…Level 5 leader – an individual who blends extreme personal humility with intense professional will. According to our five-year research study, executives who possess this paradoxical combination of traits are catalysts for the statistically rare event of transforming a good company into a great one…Personal Humility demonstrates a compelling modesty, shunning public adulation; never boastful, Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate…” – Jim Collins, Level 5 Leadership – The Triumph of Humility and Fierce Resolve, Harvard Business Review July-August 2005

Even in academia there is a debate over this issue of whether or not narcissism is a strength or a weakness in leadership. Is it a necessary evil that we must suffer leaders who think only of themselves, who we need to empathize with but not expect empathy from in return, give ideas to and not get credit for them and be available at his or her every beck and call as Maccoby’s article suggests? If you ask me, I certainly hope not as that is a job I would quit.

I believe a leader should not overpower others with his or her sensitivity to criticism, lack of empathy and desire to compete. Instead a leader should empower others to greatness (see Get Busy Living entry from 12 May 2012) and be closer to Collins’ picture of a “Level 5 Leader” who gives credit to others for success and takes on the blame for failures. Of course it must be said that we all have some amount of narcissism that allows us to survive, but an extreme amount causes a person to be unstable, paranoid and unpleasant to be around – not the qualities I would want in a leader. Non-narcissists can still see the ‘big picture’ and inspire others around them to achieve it, but they don’t have the downside of needing yes-men who tip-toe around them and create the perfect conditions for groupthink or the cravings to exploit or defeat others. I believe any of the strengths in leadership narcissism provides can be produced through other ways and personalities without narcissism and that this would be a more positive and productive way of working for all involved.

Perhaps it is not surprising that I feel this way as I am an “ISFJ” on the Myers Briggs scale and my top 5 themes on the StrengthsFinder are harmony, discipline, relator, consistency and empathy. This suggests that I am compassionate and fair – wanting everyone to be treated as an individual and get credit where credit is due, that I strive for harmony and am empathetic to others. While I am unaware of a typical narcissist’s Myers Briggs makeup or strengths, I doubt it would be consideration of others or a desire to create an atmosphere of harmony, which makes sense why I would not see narcissism as a strength but instead as a burden to remove.