Narcissism At The Executive Level

Narcissism and narcissistic personalities are not only to be found in Hollywood films, but also in offices and executive suites. Women in particular often intuitively sense when bosses or superiors are constantly concerned only with their own self-presentation. What used to work for a while in a professional world characterized by hierarchies and power struggles is now coming under increasing criticism.

Narcissism -time is over. The classic “carrot and stick” management style – i.e. reward and punishment – is becoming increasingly outdated. Employees, especially female specialists and managers, have higher expectations of their work, their workplace and the culture in the company. But why is narcissism so problematic for modern teams? And what does this have to do with the current shortage of skilled workers? Management consultant, executive coach and author Christian Conrad has the answers to these questions..

Narcissism – A look behind the facade

A narcissistic boss often appears charming and self-confident, scoring points with rhetorical skill and supposed sovereignty. However, there is usually a great desire for admiration behind this. Recognition is not simply received as a compliment, but as confirmation of one’s own inflated self-image. This can be particularly stressful for teams in which women often rely on cooperative, appreciative cooperation. This is because narcissistic managers tend not to recognize the achievements of others or even deliberately downplay them in order to put themselves in the foreground.

On average, women in professional environments pay more attention to interpersonal aspects such as fairness, team spirit and emotional support than the majority of their male colleagues. If these needs are ignored or interpreted as a weakness, motivation drops rapidly. And that has consequences: Many well-trained specialists – both male and female – switch companies as soon as a better opportunity arises elsewhere. In times of a shortage of skilled workers, this is a dangerous development for companies.

Carrot-and-stick no longer works

For years, the “carrot and stick” model was considered an effective way of keeping employees happy and keeping them in check at the same time. The formula was: those who performed well were rewarded (carrot), those who “stepped out of line” were punished (stick). In modern working life, however, this approach is increasingly reaching its limits. To be honest, I don’t think this method has ever worked in the long term. It misses the basic psychological needs of people in general.

Why does only positive feedback/positive reinforcement work with animals (dogs, but also circus animals) when it comes to achieving high/high performance? It always doesn’t work when it’s not about “working”, but about emotional connection and strengthening intrinsic motivation.

• Why? People today want a working atmosphere in which they can develop, where their achievements are seen and appreciated. Women often attach particular importance to a healthy work-life balance and respectful interaction.
• What happens when there is a lack of appreciation? Inner resignation. This means that employees are still physically present in the company, but have already left internally. They only do their work by the book – or actively apply for jobs elsewhere.

IIn times of skills shortages, companies cannot afford this internal resignation. On the one hand, they lose valuable potential and expertise, and on the other, word of a poor corporate culture spreads quickly, making it even more difficult to recruit new talent.

“Leading yourself and helping others to lead themselves”

To counteract narcissism in leadership, it is worth taking a look at Stephen R. Covey, the American author of “7 Ways to Effectiveness”. His understanding of leadership can be summarized in two central tasks:
1. Leading yourself: Taking responsibility for your own actions and not seeing yourself as a victim of circumstances.
2. Helping others to lead themselves: This means empowerment – supporting employees in taking responsibility for themselves and acting independently.

This approach can be a real opportunity for women who want to develop into management roles or are already in them. Instead of engaging in power games and dominance, they focus on personal responsibility, open listening and joint decision-making processes. This is exactly what many modern teams value: a manager who creates trusting spaces in which everyone can develop their potential without fear of being exposed or punished.

Empowerment: the alternative to narcissism

Empowerment means equipping people with the ability to make their own decisions and take responsibility for them. A manager who takes empowerment seriously will therefore not only distribute tasks, but also competencies and decision-making powers. This is the exact opposite of what narcissistic bosses do: they like to keep control and recognition exclusively for themselves.

Strengthen employee retention: There is talk everywhere of a “shortage of skilled workers” – but companies themselves are often to blame when employees leave. A lack of appreciation, a lack of development opportunities or unnecessary hierarchies are home-made problems. Those who create a working environment in which women and men can act and grow independently develop a strong bond between the company and the team.

Leading emotionally instead of egocentrically: Women often bring strong social skills to teams. They are more likely to listen, recognize early warning signs of conflict and act proactively. Such qualities are worth their weight in gold when it comes to creating a positive climate in which narcissism has no breeding ground.

Narcissism and corporate culture: two opposites

At its core, corporate culture means: “How do we treat each other here?” A narcissistic corporate culture is usually characterized by fear, an elbow mentality and silo thinking. This leads to frustration, demotivation and high staff turnover. A positive, people-affirming corporate culture, on the other hand, promotes security, cohesion and personal responsibility. It plays a major role here that managers set the tone. If they can put their own needs behind those of the team, an atmosphere of appreciation and openness is created.

It is precisely in such an atmosphere that women (and men too, of course) can develop professionally in the best possible way and remain loyal to the company. The highlight: such corporate cultures have the potential to become a “high performance culture”. This means that productivity is higher than that of the competition, as are innovation rates and problem-solving skills. A narcissistic corporate culture always falls short of its potential.

Conclusion: Time for a change in leadership

Narcissism in the job area and narcissistic structures are increasingly losing ground in a changing world of work – not least because they are not competitive. Today, women and men expect more from their work than a good salary and a nice office: they want appreciation, growth and the opportunity to act independently. The old “carrot and stick” management style has had its day – it is neither suited to the needs of modern workforces nor to the current labor market, in which companies are desperately looking for qualified specialists.

A radical change in management is necessary. Empowerment, personal responsibility and authentic appreciation are replacing the old hierarchies, power games and narcissistic self-presentation. Those who actively shape this change have the best chance of successfully competing for talented employees – whether male or female. Because in the end, it’s the people who make a company great, not the ego show at the top.