Leadership is special. Words like authentic, transformational, positive and servant often qualify it. These words express explicit ideals about how leaders should not only act, but also how they should think. Employers don’t post jobs for an “authentic accountant” or a “servant product designer.” Though these qualities are undoubtedly valuable in such roles, we do not expect them. Nevertheless, being elevated to a leader implies superiority and otherness – someone a “normal” person could not be, according to the study, “Developing the Next Generation of Narcissistic Leaders.”
No other role than leadership is decorated with words that raise it so high above another in perception. That is an attractive role for a narcissist — a person who has an exaggerated sense of self-importance; is preoccupied with success, power and status; whose perceived “specialness” requires connections with people of high position; has a sense of entitlement; and lacks empathy, among other traits, according to the American Psychiatric Association.
Language and Perception Matter
The focus on diversity, equity and inclusion (DEI) has raised questions about language and implied meanings. For instance, traditional gender pronouns are one of many biases that need relearning. The words used to characterize leaders are less biased, but the perceptions of those characteristics often are, which is a problem for leadership hiring and training.
A transformational leader is often described as confident, charismatic, innovative and risk-taking, according to the one report published by California Management Review. When an interview panel experiences a leadership candidate demonstrating those qualities, they may think the person would be a great leader — “just what the company needs.” However, the interview panel may attribute the candidate’s qualities to being a great leader and nothing else. Assuming the above attributes make a leader great can be a damaging mistake for companies.
While typical leadership qualities are valuable, those characteristics alone cannot ensure that a person will be effective and positively impact the organization and its employees. Those qualities sought after in leaders are also included in the American Psychiatric Association’s Diagnostic and Statistical Manual of Mental Disorders’ diagnosis of narcissistic personality disorder. Egocentric leadership is sharply rising, with the California Management Review report stating that it costs businesses more than $20 billion annually.
So, how do companies ensure they hire and train good leaders, not narcissistic ones?
Look Beyond the Surface
Many training materials claim that leadership is not an inherent skill but can be learned by anyone with practice and patience. Good leaders are not superior, but they have worked to develop extensive leadership skills. Most professions are the same. With requisite time and energy put toward a goal, a person will likely become good at it. The problem with the superiority perspective is that narcissists are drawn to opportunities for elevated status and recognition. One key distinction is that they rarely do the work to earn it.
When evaluating candidates for leadership positions, do not ignore the confidence or charisma of the candidate, as those qualities are desirable. Also, ask questions that reveal an accurate depiction of their leadership style. These questions should be drawn from the characteristics that underscore the leadership style sought. For example, if a company is looking for a transformational leader, seek out the candidate’s track record for support and collaboration with their direct reports with open and honest communication. Talk to people in the candidate’s network besides those they supplied as references. Find out their reputation over time to see if their past actions support their claims.
One reason narcissists are often mistaken for great leaders is that they can demonstrate the critical attributes of authentic or transformational leaders for a short period of time (i.e., from the interview through the probation period). But they can’t sustain them. Over time, an accurate picture of the person’s values is revealed. Look beyond the shine of the interview and search for demonstrated behaviors that match the leader you want. Taking the time to understand the candidate up front can save a company from financial and reputational loss.
Examine Leadership Ideals
When building leadership training programs, consider which leaders the company idealizes and whom they promote as great examples. Consider if the training content developer accurately reflects the company culture and leadership behaviors in their choices. Some leaders can be viewed as visionaries and have had great financial success but at the cost of treating people poorly, with some being damaging narcissists. Separate the business success from the person’s demonstrated actions toward others before promoting their leadership style. Again, this takes more time, but the risk of not doing it can create contradictions between company culture and promoted leadership behaviors.
Expand Leadership Learning Opportunities
In many cases, leadership training is only offered to employees in managerial roles and those above in the hierarchy. This contradicts the claims that anyone can learn to lead and that everyone should exercise their leadership capabilities in whatever position they are in. However, leaders are still viewed as attached to various job roles, and those outside that clique are not offered the same learning opportunities. Diversity means including people with different characteristics. Equity implies a lack of bias or favoritism. Inclusion aims to remove barriers and discrimination. Training must address all of these elements.
DEI matters because it is the right thing to do. The additional benefit is that such an environment lessens the exclusivity of the leadership position. If anyone can learn to be a leader, the superiority of the role dissolves, and the reality of the role is exposed as that of a great deal of work and service. These aspects of leadership are less likely to appeal to a narcissist.
Putting It All Together
Many companies are inadvertently appealing to and perpetuating a positive stereotype of narcissistic leaders. With the increase of narcissistic leadership over the last 10 years (according to the California Management Review study), it is critical for the health of organizations to reverse this trend. Deconstructing current leadership training processes, assumptions and biases can help build positive leadership outcomes. Here’s some tips to get started:
- Practice self-awareness. Consider how language and perception shape the concept of a leader. Ask if hiring and promotion decisions are based on superficial characteristics or demonstrated behavior over time.
- Look beyond the interview façade. Seek out reputational information to support leadership candidates’ reported achievements and behavioral patterns.
- Promote leadership examples aligned with company culture. Ensure that the leaders held up as training models align with the organization’s expected behaviors. Financial success should not be the only leadership criterion.
- Do not limit leadership training. If everyone can be a leader, everyone should have the opportunity to learn the necessary skills to become one. Do not limit leadership training to only managers and above.
By promoting accurate characteristics of the leadership style sought, rewarding culturally aligned behavior, and highlighting the service aspects of leadership, healthier and more effective organizational leadership can thrive.
