Narcissists in the management

A recent study by TU Dortmund University and the University of Erlangen-Nuremberg has investigated whether board members and managing directors who have a narcissistic character have a preference for narcissists. Over 11,000 LinkedIn profiles were analyzed for the study. The result is clear: narcissistic CEOs are more likely to appoint narcissists to the management board.

Frankenthal, May 3, 2024 - The Technical University of Dortmund and the Friedrich-Alexander University in Erlangen-Nuremberg examined the content and images of and about managers. For example, the number of pictures posted of themselves indicated "narcissism". Long texts about the self-promoter were also assigned to the character of a narcissist. Even if the business leaders had entrusted a PR department or an assistant with the publication, the attributes spoke a clear language.

Five different signs of narcissism were used as reliable indicators of narcissism: Images, Text, Experience, Skills and Awards. By correlating all elements, differences could be made clear and validated.

Fit narcissists in leadership positions

It almost goes without saying that every top manager needs a certain amount of narcissism, especially in industry, banking or insurance. The influence on strategy is too responsible (and powerful), the position is too exposed, the external contacts too frequent, the loyalty of the employees too little transparent to be able to afford a "soft" character.

Basically, evolution has created narcissistic traits or egoism in the human species. However, narcissism is dangerous when it is highly developed. Not only do such pronounced characters - whether male or female - show a significantly higher willingness to change, but status and influence are also very important to the target group. Narcissists can be a danger to companies and shareholders if these narcissistically driven managers do not strive to behave in an exemplary manner. Narcissists are less likely to develop talent among their employees and rate compliance requirements as less important. Narcissism becomes critical when vanity and influence are not enough for the manager or politician, but when taking concrete advantage or even enrichment has negative consequences for their area or even the workforce or society and the company. The personality trait must not become dominant, otherwise the manager will be too risk-averse, resistant to advice and reject independence, freedom (working from home), delegation of responsibility, diversity or even democracy, for example.

Narcissists are dangerous for medium-sized structures if they tend to win over (or retain) people who are willingly subordinate to them.

Pros and cons for companies

Companies, organizations and politics in particular can benefit from narcissistic leaders when speed, flexibility and change are required. Reforms are implemented more quickly, especially in change and transformation processes. It is not for nothing that autocratic systems are often led by narcissists. Examples include Russia, China and Germany. When an important 6-lane access road in Moscow had to be renovated, hundreds of excavators, milling machines, bulldozers and tarring machines were brought together and the road was closed for the night. Traffic was able to flow again at 6 a.m. During the coronavirus pandemic, China built several hospitals overnight. Gerhard Schröder was also only able to push through necessary reforms with the help of his narcissistic character, thus freeing Germany from the "sick man of Europe".

Narcissistic character traits do have positive aspects for companies. Decisions should be made objectively right from the recruitment or promotion stage. If companies install rules of conduct, e.g. with regard to pragmatic signature rules, or if an industrial company installs competent supervisory bodies, the narcissistic board member or managing director can be a great asset. At middle management level, coaching or feedback can help to alert narcissists to problematic behavior at an early stage. Shareholders, supervisory board members and CEOs should seek external support from experienced HR consultants or psychologists, particularly in recruitment processes at industrial companies. If managers make decisions based on gut feeling with little self-criticism, a subjective assessment can quickly lead to a bad appointment. Top managers almost always overestimate themselves so that they unconsciously select unsuitable managers when hiring or promoting.

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Frau Alena Tretiakova

altr@hshs.net

Since 1994, HSH+S Personalberatung has been supporting industry with a focus on professional recruitment. In executive search, HSH+S personnel consultants find, check and recruit talented individuals and top performers by means of confidential personal direct approach (headhunting).

This release was published on openPR.