Narcissistic Leaders and OrganizationsAssessment and Intervention

Diane M. Langberg, PhDPhilip G. Monroe, PsyD

Contact Infowww.dianelangberg.cominfo@dianelangberg.com

• pmonroe@biblical.edu• www.globaltraumarecovery.

org

Slides download: www.wisecounsel.wordpress.com

Meditation: 1 Kings 1:1-10•King Me!

▫Listen for characteristics of egocentric leaders

▫How does this remind us of our own tendencies?

Overview• Introduction to Narcissism and Narcissistic

Personality Disorder▫Emerging model of personality disorders▫Q & A

• Narcissistic Systems: Features and Impact▫Q & A

• Working with Narcissistic Leaders: Challenges and Directions

• Working with Narcissistic Systems▫Q & A

• Concluding Thoughts

Defining Characteristics•Self-absorbed•Entitled•Demanding

Differences with immaturity?

Current View of NPD5 of 9 symptoms needed:• Grandiose sense of self often seen as exaggeration of

achievements and abilities• Preoccupation with fantasies of unlimited success, power,

brilliance and love• Believes he is special and can only be understood by others

who are special• Demands excessive admiration• Entitled and expects favors and compliance• Interpersonally exploitive; uses others to achieve his ends• Lacks empathy; cannot identify with others’ feelings• Envious of others or believes they are envious of him• Arrogant, haughty, proud in behavior and attitudes

Bob Filner’s “apology”

Emerging Model of Pathological Personality•Connected to 5 Factory model of

Personality▫Negative affect (v. emotional stability)▫Detachment (v. extraversion)▫Antagonism (v. agreeableness)▫Disinhibition (v. conscientiousness)▫Psychoticism (v. lucidity/reality testing)

Emerging Model, con’t•4 Core personality functions

▫Self Identity Self-direction

▫Interpersonal Empathy Intimacy

NPD in Light of this Model•Identity: Excessive reference to others for

self-definition; Exaggerated self appraisal•Self-direction: Goal setting based on

gaining approval from others; Often unaware of own motives

•Empathy: Impaired ability to recognize feelings of others; Attuned to reactions of others only as they refer to self

•Intimacy: Largely superficial to serve self-esteem regulation

Value of this New Model? •Compare differences

▫Exploitive vs. Uses others to regulate self-esteem

▫Lacks empathy vs. Attuned to others only when relevant to self

Can Narcissism be Productive? •Differences?

▫Confidence vs. egotism▫Visionary vs. reckless▫Resilient vs. impervious to criticism ▫Goal driven vs. exploitive

Crossing the Line? •Crossing the line

▫Poor listener▫Lacks empathy▫Distaste for mentoring▫Intense competition

Or…the Willingness to Exploit4 Factor Model 3 Factor Model• Leadership/Authority• Absorption/Self-admiration• Superiority/Arrogance• Exploitive/Entitled

• Leadership/Authority• Grandiose Exhibitionism• Exploitive/Entitled

Exploitation most correlated with pathological narcissism

Q & A

Egocentric SystemsAnd Their Leaders

Friedman: Demands of Leaders•Expertise•Charisma

These demands are problematic?

Core Egocentric System Criteria•Abdicates power to leader•Abandons critical thinking•Success interpreted though leader

success

Is This Organization Narcissistic?•Leader Features

▫Exudes god-like status▫Does not share power or glory▫Surrounded by “yea-sayers”▫Unwilling to tolerate disagreement▫Likely to scapegoat or pass blame▫Unwilling to consult with others▫Prone to cruel, abusive, intimidating

attacks

Is This Organization Narcissistic?•Organization features

▫Constituents gain self-esteem/identity Approved way of thinking Insider status provides immeasurable value Justify dictatorial behaviors of leaders Require the taking of sides (for/against)

▫Love of organization is highest priority No toleration for admiration for competitors

▫Inability to assess own weaknesses▫Encourages spiritual abuse

Collective Narcissism (Societal)?

▫Independent of individual narcissism!•4 Features

▫Inflated belief in group superiority Emotional investment

▫Requires continuous external validation Vigilant against all threat of loss of status

▫Perceive intergroup criticism as threatening Exaggerated sensitivity to criticism

▫Intergroup violence restores positive group image

Examples?•Exaggerated in-group esteem spawns

hostility

•Al Qaida and OBL? •But what about the USA?

For more, see: Golec de Zavala, A., Cichocka, A., & Iskra-Golec, I. (2013). Collective narcissism moderates the effect of in-group image threat on intergroup hostility. Journal Of Personality And Social Psychology, 104(6), 1019-1039. doi:10.1037/a0032215

http://www.flickr.com/photos/25976845@N06/6402664315/

Q & A

InterventionsChallenges, Opportunities, Safeguards

Facing the Challenge of Counselors•Triggering defenses?•Recognizing deceptive responses•Getting caught in the system

Overarching Goals•Find a way to be heard•Explore self apart from external world•Assessing/encouraging readiness for

change

Assessing Types of Narcissism•Overt (Grandiose)

▫Seeking to maintain superiority•Covert (Vulnerable/Sensitive)

▫Seeking to achieve but with fragile confidenceRohmann, E., Neumann, E., Herner, M., & Bierhoff, H. (2012). Grandiose and vulnerable narcissism: Self-construal, attachment, and love in romantic relationships. European Psychologist, 17(4), 279-290. doi:10.1027/1016-9040/a000100

How would this assessment influence your work?

Assessing/Encouraging Change•Best responses when your client is at

stage:▫Pre-contemplation?▫Contemplation?

Building Empathy and Self-critique•Curious place to start

▫Empathy with self!•Navigating self-evaluation

▫What if I am not special?

Organizational Consultation•Identifying organizational narratives•Identifying feared outcomes of allowing

internal criticism•Developing a “both/and” approach to

strengths/weaknesses evaluation

Safeguards•For the organization?•For you?

Concluding Thoughts