1 / 35

Narcissistic Leaders and Organizations

Narcissistic Leaders and Organizations. Assessment and Intervention. Diane M. Langberg, PhD Philip G. Monroe, PsyD. Contact Info. www.dianelangberg.com info@dianelangberg.com. pmonroe@biblical.edu www.globaltraumarecovery.org. Slides download: www.wisecounsel.wordpress.com.

drea
Download Presentation

Narcissistic Leaders and Organizations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Narcissistic Leaders and Organizations Assessment and Intervention Diane M. Langberg, PhD Philip G. Monroe, PsyD

  2. Contact Info www.dianelangberg.com info@dianelangberg.com • pmonroe@biblical.edu • www.globaltraumarecovery.org Slides download: www.wisecounsel.wordpress.com

  3. Meditation: 1 Kings 1:1-10 • King Me! • Listen for characteristics of egocentric leaders • How does this remind us of our own tendencies?

  4. Overview • Introduction to Narcissism and Narcissistic Personality Disorder • Emerging model of personality disorders • Q & A • Narcissistic Systems: Features and Impact • Q & A • Working with Narcissistic Leaders: Challenges and Directions • Working with Narcissistic Systems • Q & A • Concluding Thoughts

  5. Defining Characteristics • Self-absorbed • Entitled • Demanding Differences with immaturity?

  6. Current View of NPD 5 of 9 symptoms needed: • Grandiose sense of self often seen as exaggeration of achievements and abilities • Preoccupation with fantasies of unlimited success, power, brilliance and love • Believes he is special and can only be understood by others who are special • Demands excessive admiration • Entitled and expects favors and compliance • Interpersonally exploitive; uses others to achieve his ends • Lacks empathy; cannot identify with others’ feelings • Envious of others or believes they are envious of him • Arrogant, haughty, proud in behavior and attitudes

  7. Bob Filner’s “apology”

  8. Emerging Model of Pathological Personality • Connected to 5 Factory model of Personality • Negative affect (v. emotional stability) • Detachment (v. extraversion) • Antagonism (v. agreeableness) • Disinhibition (v. conscientiousness) • Psychoticism (v. lucidity/reality testing)

  9. Emerging Model, con’t • 4 Core personality functions • Self • Identity • Self-direction • Interpersonal • Empathy • Intimacy

  10. NPD in Light of this Model • Identity: Excessive reference to others for self-definition; Exaggerated self appraisal • Self-direction: Goal setting based on gaining approval from others; Often unaware of own motives • Empathy: Impaired ability to recognize feelings of others; Attuned to reactions of others only as they refer to self • Intimacy: Largely superficial to serve self-esteem regulation

  11. Value of this New Model? • Compare differences • Exploitive vs. Uses others to regulate self-esteem • Lacks empathy vs. Attuned to others only when relevant to self

  12. Can Narcissism be Productive? • Differences? • Confidence vs. egotism • Visionary vs. reckless • Resilient vs. impervious to criticism • Goal driven vs. exploitive

  13. Crossing the Line? • Crossing the line • Poor listener • Lacks empathy • Distaste for mentoring • Intense competition

  14. Or…the Willingness to Exploit 4 Factor Model 3 Factor Model • Leadership/Authority • Absorption/Self-admiration • Superiority/Arrogance • Exploitive/Entitled • Leadership/Authority • Grandiose Exhibitionism • Exploitive/Entitled Exploitation most correlated with pathological narcissism

  15. Q & A

  16. Egocentric Systems And Their Leaders

  17. Friedman: Demands of Leaders • Expertise • Charisma These demands are problematic?

  18. Core Egocentric System Criteria • Abdicates power to leader • Abandons critical thinking • Success interpreted though leader success

  19. Is This Organization Narcissistic? • Leader Features • Exudes god-like status • Does not share power or glory • Surrounded by “yea-sayers” • Unwilling to tolerate disagreement • Likely to scapegoat or pass blame • Unwilling to consult with others • Prone to cruel, abusive, intimidating attacks

  20. Is This Organization Narcissistic? • Organization features • Constituents gain self-esteem/identity • Approved way of thinking • Insider status provides immeasurable value • Justify dictatorial behaviors of leaders • Require the taking of sides (for/against) • Love of organization is highest priority • No toleration for admiration for competitors • Inability to assess own weaknesses • Encourages spiritual abuse

  21. Collective Narcissism (Societal)? • Independent of individual narcissism! • 4 Features • Inflated belief in group superiority • Emotional investment • Requires continuous external validation • Vigilant against all threat of loss of status • Perceive intergroup criticism as threatening • Exaggerated sensitivity to criticism • Intergroup violence restores positive group image

  22. Examples? • Exaggerated in-group esteem spawns hostility • Al Qaida and OBL? • But what about the USA? For more, see: Golec de Zavala, A., Cichocka, A., & Iskra-Golec, I. (2013). Collective narcissism moderates the effect of in-group image threat on intergroup hostility. Journal Of Personality And Social Psychology, 104(6), 1019-1039. doi:10.1037/a0032215

  23. Q & A

  24. Interventions Challenges, Opportunities, Safeguards

  25. Facing the Challenge of Counselors • Triggering defenses? • Recognizing deceptive responses • Getting caught in the system

  26. Overarching Goals • Find a way to be heard • Explore self apart from external world • Assessing/encouraging readiness for change

  27. Assessing Types of Narcissism • Overt (Grandiose) • Seeking to maintain superiority • Covert (Vulnerable/Sensitive) • Seeking to achieve but with fragile confidence Rohmann, E., Neumann, E., Herner, M., & Bierhoff, H. (2012). Grandiose and vulnerable narcissism: Self-construal, attachment, and love in romantic relationships. European Psychologist, 17(4), 279-290. doi:10.1027/1016-9040/a000100 How would this assessment influence your work?

  28. Assessing/Encouraging Change • Best responses when your client is at stage: • Pre-contemplation? • Contemplation?

  29. Building Empathy and Self-critique • Curious place to start • Empathy with self! • Navigating self-evaluation • What if I am not special?

  30. Organizational Consultation • Identifying organizational narratives • Identifying feared outcomes of allowing internal criticism • Developing a “both/and” approach to strengths/weaknesses evaluation

  31. Safeguards • For the organization? • For you?

  32. Concluding Thoughts

More Related