Destructive narcissism (DN) is both a common and significant problem in organizations. The outward self-confidence, drive for power, and ruthlessness of destructively narcissistic managers (DNManagers) facilitate their rise to positions of power. At the same time, their devaluation of others, singular focus on what is best for themselves, and difficulties in working with others can markedly impair an organization’s morale and performance, and even drive away the most talented employees. Most large organizations have enough DNManagers to present a significant and costly problem. This article begins by discussing the nature and origins of DN. It next discusses how DN can both facilitate a manager’s rise to positions of power and do significant damage to the organizations they work for. Two detailed case studies are provided. The article explores why DNManagers are able to survive and prosper in some organizations despite their destructive behavior, how people can recognize DNManagers more quickly, and how to design organizations to decrease the prevalence of DNManagers. Finally, the article provides recommendations for how other managers, executives and boards of directors can deal with DNManagers and CEOs.
Organizational behavior; narcissism; performance; human research; leadership