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Narcissism in the workplace

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Narcissism in the workplace involves the impact of narcissistic employees and managers in workplace settings.

Job interviews

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Main article: Job interviews

Narcissists often excel in job interviews, receiving more favorable evaluations compared to non-narcissistic candidates. Typically, this is because they can make favorable first impressions, due to their high confidence, self-promotion, and charm like communication. They are more likely to exaggerate their successes and project a sense of being in control, all qualities that typically exude the status of a self-motivated leader, though that may not translate to better job performance once hired.[1][2][3][4][5][6][7][8][9]

Impact on workplace satisfaction

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Main articles: Occupational stress, Absenteeism, and Turnover (employment)

Impact on stress, absenteeism and staff turnover

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There tends to be a higher level of stress with people who work with or interact with a narcissist. While there are a variety of reasons for this to be the case, an important one is the relationship between narcissism and aggression. Aggression may influence the relationship between narcissism and counterproductive workplace behaviors.[10] According to Penney and Spector, narcissism is positively related to counterproductive workplace behaviors, such as interpersonal aggression, sabotaging the work of others, finding excuses to waste other peoples' time and resources, and spreading rumors.[11] These aggressive acts can increase the stress of other employees,[12] which in turn increases absenteeism and staff turnover.[13] Moreover, no correlation was found between employees under the directions of a narcissist leader and absenteeism. However, employees under the direction of a non-narcissist leader show a decline in absenteeism over time.[14]

Workplace bullying

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Main article: Workplace bullying

In 2007, researchers Catherine Mattice and Brian Spitzberg at San Diego State University, USA, found that narcissism revealed a positive relationship with bullying. Narcissists were found to prefer indirect bullying tactics (such as withholding information that affects others' performance, ignoring others, spreading gossip, constantly reminding others of mistakes, ordering others to do work below their competence level, and excessively monitoring others' work) rather than direct tactics (such as making threats, shouting, persistently criticizing, or making false allegations).[15] Narcissists are likely to be more emotionally volatile and aggressive than other employees, which could become a risk for all employees.[15]

The research also revealed that narcissists are highly motivated to bully, and that to some extent, they are left with feelings of satisfaction after a bullying incident occurs.[16] Despite the fact that many narcissists will avoid work, they can be eager to steal the work of others. In line with other dark triad traits, many narcissists will manipulate others and their environment so that they can claim responsibility for company accomplishments that they had little or nothing to do with.[17] A study was done in 2017, that looked at dark traits within those who hold leadership positions and that effect on employee depression. The research done supported the idea that employees mental health and stability was negatively affected by bullying (some narcissistic behavior) in the workplace.[18]

Workplace cyber-bullying

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Cyber-bullying involves the use of technology such as mobile phones and/or computers. This might involve a party making abusive phone calls, harassment through texts and email, and more.[19]  With the rise of work-from-home positions, a narcissist can work through the technology, affecting fellow employees' mental health, creating a hostile work environment, and increasing employees' turnover intention. Employees' mental health is often affected when cyber-bullying is involved, which could lead to anxiety, stress, and mental exhaustion.[20]

Organizational design preferences

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Narcissists take special interest in acquiring leadership positions and may be better at procuring them.[21] Besides, narcissists are less interested in hierarchies where there is little opportunity for upward mobility.[22] The prototypical narcissist is more concerned with getting praised and how they are perceived than doing what benefits all of the "stakeholders".[23] Some narcissistic attributes may confer benefits, but the negative and positive outcomes of narcissistic leadership are not yet fully understood. In terms of the internal functioning of organizations, narcissists can be especially damaging, or ill-fit, to jobs that require judicious self assessment, heavily rely on teams, and/or use 360 degree feedback.[5]

Corporate narcissism

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See also: Organizational culture

According to Alan Downs, corporate narcissism occurs when a narcissist becomes the chief executive officer (CEO) (or another leadership role) within the senior management team and gathers an adequate mix of codependents around him or her to support the narcissistic behavior. Narcissists profess company loyalty but are only really committed to their own agendas; thus, organizational decisions are founded on the narcissist's own interests rather than the interests of the organization as a whole, the various stakeholders, or the society in which the organization operates.[24] As a result, a certain kind of charismatic leader can run a financially successful company on thoroughly unhealthy principles (at least for a time).[25] Narcissists believe that they are more intelligent than the average person, and this confidence could be attributed to how they end up in leadership positions, but once they are in this position, they are known to try to make others look bad to make sure they stay on top. They desire leadership roles mainly due to their want to achieve a high social status. [26]

Neville Symington has suggested that one of the ways of differentiating a good-enough organization from one that is pathological is through its ability to exclude narcissistic characters from key posts.[27]

Narcissistic supply

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Main article: Narcissistic supply

The narcissistic manager will have two main sources of narcissistic supply: inanimate (status symbols like cars, gadgets or office views); and animate (flattery and attention from colleagues and subordinates).[28] Teammates may find everyday offers of support swiftly turn them into enabling sources of permanent supply, unless they are very careful to maintain proper boundaries.[29] The narcissistic manager's need to protect such supply networks will prevent objective decision-making.[30] Such a manager will evaluate long-term strategies according to their potential for gaining personal attention instead of to benefit the organization.[31]

Productive narcissists

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Crompton has distinguished what he calls productive narcissists from unproductive narcissists.[32] Michael Maccoby acknowledged that productive narcissists still tend to be over-sensitive to criticism, over-competitive, isolated, and grandiose, but they have the drive to be a leader and help a company make big strides towards success.[33] Studies show that narcissists tend to be more proactive in their work in an attempt to achieve a higher, more prestigious status.[34]

Others have questioned the concept, having in mind the collapse of Wall Street and the financial system in 2009.[35] Crompton concluded that at best there can be a fine line between narcissists who perform badly in the workplace because of their traits, and those who achieve outsized success because of them.[36]

Gender and narcissism in the workplace

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Gender differences in narcissism can have notable implications in workplace dynamics, especially in how individuals present themselves, assert authority, and pursue leadership roles. Research indicates that men generally score higher than women on measures of narcissism, particularly in traits such as entitlement, authority, and exhibitionism. These characteristics can influence how individuals are perceived in professional settings, potentially giving men an advantage in hierarchical or competitive environments where assertiveness and self-promotion are often rewarded.[37] This discrepancy in narcissistic traits may also help explain differences in how men and women navigate leadership roles or are evaluated in positions of power.

Additionally, narcissism appears to relate to entrepreneurial behavior, but this relationship varies by gender. One study found that narcissistic traits are more strongly linked to self-employment in men than in women, suggesting that men may be more likely to translate narcissistic confidence into entrepreneurial ventures.[38] This may be due to both societal expectations and structural barriers that influence how narcissism is expressed or rewarded across genders. As a result, the intersection of gender and narcissism not only shapes individual career paths but also affects broader patterns of leadership, self-employment, and representation in the workplace.

Moreover, narcissism is closely tied to workplace incivility, and gendered perceptions influence this relationship. While the research primarily focuses on overt narcissism, recent studies have highlighted the impact of covert narcissism. Individuals with high covert narcissism are more likely to experience or perceive incivility, or the quality or state of being uncivil, in the workplace, as they tend to interpret ambiguous behaviors more negatively.[39][40] Given that covert narcissism is associated with low self-esteem, especially among women, their experiences in the workplace may differ from their male counterparts.

Perceived norms for respect play a critical role in shaping experiences of workplace incivility. Research suggests that individuals with high covert narcissism are less likely to perceive workplace norms as respectful, which can increase their sensitivity to perceived slights or rude behaviors.[41] This creates a feedback loop in which the absence of mutual respect further amplifies feelings of incivility. This dynamic is particularly significant for women, who may already be subject to biased perceptions of their authority and competence.[42] In contrast, men may benefit from more favorable assumptions about their authority, making them less likely to interpret workplace behavior as uncivil.

While narcissism can serve as an asset in certain career trajectories, its impact on workplace dynamics is influenced by gendered perceptions and experiences. Recognizing and addressing these gender differences, particularly in relation to covert narcissism and workplace incivility, is essential for creating an organizational culture that values respect, fairness, and inclusivity for all employees.

See also

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  • iconOrganized labour portal
  • Psychology portal

    • References

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    1. ^ Grijalva, Emily; Harms, P. D. (2014). "Narcissism: An Integrative Synthesis and Dominance Complementarity Model". Academy of Management Perspectives. 28 (2). Academy of Management: 108–127. doi:10.5465/amp.2012.0048. ISSN 1558-9080. Archived from the original on 2023-10-16. Retrieved 2023-11-07.
    2. ^ Brunell et al., 2008 A.B. Brunell, W.A. Gentry, W.K. Campbell, B.J. Hoffman, K.W. Kuhnert, K.G. Demarree. Leader emergence: The case of the narcissistic leader. Personality and Social Psychology Bulletin, 34 (2008), pp. 1663–1676.
    3. ^ Schnure, K. (2010). Narcissism 101. Industrial Engineer, 42(8), 34-39.
    4. ^ Paulhus, D. L. (1998). Interpersonal and intrapsychic adaptiveness of trait self-enhancement: A mixed blessing. Journal of Personality and Social Psychology, 74, 1197-1208.
    5. ^ a b Judge, Timothy A.; LePine, Jeffery A.; Rich, Bruce L. (2006). "Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance". Journal of Applied Psychology. 91 (4): 762–776. doi:10.1037/0021-9010.91.4.762. ISSN 1939-1854. PMID 16834504.
    6. ^ Highhouse, Scott; Brooks, Margaret E.; Wang, Yi (2016-11-14). "Status Seeking and Manipulative Self-presentation". International Journal of Selection and Assessment. 24 (4): 352–361. doi:10.1111/ijsa.12153. ISSN 0965-075X. S2CID 151773196.
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    8. ^ Berscheid, E., & Reis, H. T. (1998). Attraction and close relationships.
    9. ^ Campbell, W. K., Hoffman, B. J., Campbell, S. M., & Marchisio, G. (2011). Narcissism in organizational contexts. Human Resource Management Review, 21(4), 268-284.
    10. ^ Michel, Jesse S.; Bowling, Nathan A. (2012-05-24). "Does Dispositional Aggression Feed the Narcissistic Response? The Role of Narcissism and Aggression in the Prediction of Job Attitudes and Counterproductive Work Behaviors". Journal of Business and Psychology. 28 (1): 93–105. doi:10.1007/s10869-012-9265-6. ISSN 0889-3268. S2CID 145362719.
    11. ^ Penney, L. M., & Spector, P. E. (2002, June). Narcissism and Counterproductive WorkBehavior: Do Bigger Egos Mean Bigger Problems? Retrieved February 24, 2018, from http://onlinelibrary.wiley.com/doi/10.1111/1468-2389.00199/epdf
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    16. ^ Catherine Mattice, MA & Brian Spitzberg, PhD Bullies in Business: Self-Reports of Tactics and Motives Archived 2012-04-25 at the Wayback Machine San Diego State University, 2007
    17. ^ "10 Signs Your Co-Worker / Colleague is a Narcissist". Psychology Today. Retrieved 2018-02-25.
    18. ^ Tokarev, Alexander; Phillips, Abigail R.; Hughes, David J.; Irwing, Paul (October 2017). "Leader dark traits, workplace bullying, and employee depression: Exploring mediation and the role of the dark core". Journal of Abnormal Psychology. 126 (7): 911–920. doi:10.1037/abn0000299. ISSN 1939-1846. PMID 29106276. S2CID 46846061.
    19. ^ Bağatarhan, Tuba; Siyez, Diğdem Müge; Vazsonyi, Alexander T. (2023-12-11). "The Importance of Narcissism and Impulsivity for Bullying and Cyberbullying Perpetration". Violence and Victims. 38 (6): 879–896. doi:10.1891/VV-2022-0149. ISSN 0886-6708. PMID 37989530.
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    34. ^ Sanecka, Elżbieta (2021-01-01). "Grandiose and vulnerable narcissism and regulatory focus at work in relation to strengths use and deficit correction in the workplace". PLOS ONE. 16 (10): e0258609. Bibcode:2021PLoSO..1658609S. doi:10.1371/journal.pone.0258609. ISSN 1932-6203. PMC 8535390. PMID 34679100.
    35. ^ Jay R. Slosar, The Culture of Excess (2009) p. 7
    36. ^ Crompton, p. 159
    37. ^ Tschanz, Brian T.; Morf, Carolyn C.; Turner, Charles W. (1998-05-01). "Gender Differences in the Structure of Narcissism: A Multi-Sample Analysis of the Narcissistic Personality Inventory". Sex Roles. 38 (9): 863–870. doi:10.1023/A:1018833400411. ISSN 1573-2762.
    38. ^ Harms, P. D.; Patel, Pankaj C.; Carnevale, Joel B. (2020-12-01). "Self-centered and self-employed: Gender and the relationship between narcissism and self-employment". Journal of Business Research. 121: 170–179. doi:10.1016/j.jbusres.2020.08.028. ISSN 0148-2963.
    39. ^ Moon, Chanki; Morais, Catarina (2023-07-01). "The effect of covert narcissism on workplace incivility: The mediating role of self-esteem and norms for respect". Current Psychology. 42 (21): 18108–18122. doi:10.1007/s12144-022-02968-5. ISSN 1936-4733.
    40. ^ "Definition of INCIVILITY". www.merriam-webster.com. 2025-04-22. Retrieved 2025-04-29.
    41. ^ Moon, Chanki; Morais, Catarina (2023-07-01). "The effect of covert narcissism on workplace incivility: The mediating role of self-esteem and norms for respect". Current Psychology. 42 (21): 18108–18122. doi:10.1007/s12144-022-02968-5. ISSN 1936-4733.
    42. ^ Green, Ava; MacLean, Rory; Charles, Kathy (2022-12-01). "Female Narcissism: Assessment, Aetiology, and Behavioural Manifestations". Psychological Reports. 125 (6): 2833–2864. doi:10.1177/00332941211027322. ISSN 0033-2941. PMC 9578082. PMID 34154472.

    Further reading

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    • Gerald Falkowski, Jean Ritala Narcissism in the Workplace (2007)
    • Samuel Grier Narcissism in the Workplace: What It Is - How To Spot It - What To Do About It (2011)
    • Belinda McDaniel The Narcissists in Your Life: Coping with and Surviving Narcissists in the Workplace, at Home and Wherever You Are Forced to Associate with People Suffering from Narcissistic Personality Disorder (2014)
    • Sam Vaknin, Lidija Rangelovska The Narcissist and the Psychopath in the Workplace (2006)
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