The Narcissistic King Exposed

Unwrapping the Psychodynamics of Narcissistic Leadership

Gilgamesh wreaks havoc on his own people by stone sculptor Neil Dalrymple.

Age-Old Wisdom for Present-Day Leaders

As the oldest recorded tale in human history, the Epic of Gilgamesh offers us more than just a story; it serves as a profound exploration of leadership under duress and the path to transformation.

Within the ancient epic lies a lush garden of the human psyche, particularly that of its protagonist, Gilgamesh. By dissecting his inner workings, motivations, and relationships, we can unearth invaluable insights into the dynamics of leadership and the enduring facets of human nature. Despite the chasm of time separating us from this tale, the lessons embedded within Gilgamesh's story remain strikingly relevant today.

In this inaugural follow-up to my piece, "In the Footsteps of Gilgamesh," I will explore the intricate theme of narcissism in contemporary leadership. Among the myriad themes, narcissism emerges as a prominent thread, intricately woven into the fabric of the story. Through an examination of Gilgamesh's journey, I will begin to unravel the complexities of narcissistic tendencies in those who lead and what we can do about it.

The Ancient Narcissistic King

Narcissists, according to Gruda and Hanges (2023) are:

People who have a grandiose conception of themselves, are self-obsessed, and crave authority and control. They are great at accumulating power and influence and their confidence and charisma create the illusion of them being the best person for the job.

At the outset of the epic, Gilgamesh emerges as a quintessential narcissistic king, wielding his power over the city of Uruk with an iron fist and imposing his will upon his subjects. His tyrannical rule and exploitation of the "lord's right" to claim newlywed brides debilitates his people and renders them desperate for the gods to intervene.  

Narcissism in Modern Day Leaders

In contemporary society, echoes of Gilgamesh's narcissistic traits can be observed in some modern-day leaders—think Steve Jobs, Elon Musk, Donald Trump, to name a few—reflecting enduring patterns of behavior outlined by experts like Manfred Kets de Vries. According to Kets de Vries (2005), a renowned psychoanalyst and leadership scholar, narcissistic leaders often exhibit characteristics such as an inflated sense of self-importance, a need for admiration, and a lack of empathy. Research indicates that narcissism is not uncommon among leaders in various fields. For instance, a study published in the Journal of Applied Psychology found that narcissistic tendencies were positively associated with leadership emergence and effectiveness, at least in the short term (Judge, LePine, & Rich, 2006).

In the early 2000s, Michael Maccoby (2000) noted the business world's infatuation with larger-than-life leaders, particularly narcissistic CEOs who captivated audiences with their grand visions and self-promotion. Unlike their previous counterparts; executives who led large companies in the 1950s through the 1980s. Those executives shunned the press and had their comments carefully crafted by corporate PR departments. However, CEOs like Bill Gates and Jeff Bezos actively cultivate their public image, engaging in self-promotion and shaping public discourse. As influential figures, they wield significant power, impacting broader societal agendas beyond the confines of business.

The Seductive Powers of Narcissists

In contemplating Gilgamesh’s rise to power, a pivotal question emerges:

What propelled him into this position of authority in the first place?

While the exact catalyst may elude us, it's conceivable that his narcissistic traits played a significant role. As we explore further, it becomes evident that individuals with such characteristics often find themselves at the forefront of leadership roles.

The truth is we are half to blame when narcissists rise to power. This is because, ironically, we tend to love our narcissists. As Chamorro-Premuzic (2014) explains, we find their selfishisness, arrogance and entitlement paradoxically charming despite their “parasitic effects” on orgnaizations and societies at large.

Why is that?

Firstly, it’s because narcissists exhibit a remarkable skill in managing first impressions. Their intense self-focus and self-admiration allow them to excel in this realm. They place significant importance on their appearance and they are usually good looking, often dressing to impress or convey status and allure. It's this obsessive self-focus that links narcissistic traits with charisma. Moreover, their drive to make a striking initial impression enables them to mask arrogance as confidence, often employing humor or eccentricity to achieve this. Notably, narcissists tend to excel in interviews and are adept social networkers, evident in their active presence on platforms like X and Facebook.

Secondly, narcissists adeptly manipulate credit and blame to their advantage. Utilizing shameless self-promotion and a guilt-free, Machiavellian approach, they swiftly claim credit for others' successes while deflecting blame onto colleagues and subordinates for their own failures. As noted by Ben Dattner, narcissistic managers prioritize personal acclaim, often distorting facts and rewriting history to evade responsibility when mistakes occur. Their unwavering belief in their own exceptionalism fuels these manipulative tendencies, allowing them to outmaneuver even politically savvy individuals constrained by ethical considerations. When one is already deceived by their own grandiosity, deceiving others becomes effortless, shielding them from feelings of guilt by maintaining an illusion of innocence.

Thirdly, narcissists conform to traditional leadership stereotypes due to their adeptness at accruing power and influence, a perception deeply ingrained in societal views of leadership. However, the notion that effective leaders must embody traits like overconfidence, charisma, and selfishness stands in stark contradiction to reality. While these characteristics may aid in their ascent to leadership roles, they often lead to dishonest and inept behaviors once in power.

The Fading Charm of Narcissists—Except for the Narcissists Themselves

However, it's worth noting a distinctive trait of narcissistic individuals: their inability to sustain their captivating allure for extended periods. Much like the fleeting effects of drugs, the charm of narcissists provides an intense but short-lived thrill (Chamorro-Premuzic, 2014).

However, unlike the addictive nature of drugs, this charm lacks enduring appeal, except for the narcissists themselves. As evidenced by a ground-breaking study by D. L. Paulhus (1998), the charisma of narcissists fades after a mere 2.5 hours. Their initial flamboyance, charm, and confidence inevitably give way to self-admiration, defensive arrogance, and moral detachment. This rapid decline in narcissistic charm perpetually drives them to seek new admirers—or unwitting victims.

The Dual Nature of Narcissism: Insecurity versus Grandiosity

Narcissistic behavior often stems from deep-seated insecurities and unconscious fears of inadequacy. Psychodynamically, narcissists use grandiosity as a defense mechanism against underlying vulnerability and existential dread. As Simmons (2020) has explained:

Their relentless pursuit of power and validation serves to fill the inner void created by unresolved conflicts, often at the expense of others' well-being.

However, not all narcissists fit the stereotype of low self-esteem compensators. A distinction has emerged between vulnerable narcissism and grandiose narcissism (Simmons, 2020). While the former manifests as a facade to mask inner pain, the latter is characterized by individuals with high self-esteem who seek positions of power to assert their superiority. These individuals often achieve high status and success in organizations, leveraging their charismatic traits to garner admiration and ascend to leadership roles. Whether driven by unconscious fears or conscious self-esteem, narcissistic tendencies can significantly impact interpersonal dynamics and organizational structures.

Whether Gilgamesh fell on the grandiosity end of the spectrum we cannot tell but his feelings of vulnerability and existential dread allude to the fact that he was driven by insecurity. His relentless pursuit of power and validation reflects a desperate attempt to fill the inner void created by his unresolved inner conflicts and seeks to bolster his fragile ego through external conquests and dominance, often at the expense of others' well-being and autonomy.

Importantly, however, this also sets the stage for his eventual and inevitable journey of self-discovery and transformation as he confronts the limitations of his own mortality.

"Narcissists are great leaders—for about six months.”

Kets de Vries (2005) warns about the detrimental effects of narcissistic leadership on organizations and societies. He notes that while narcissistic leaders may initially be captivating and charismatic, their self-centered focus and disregard for others can lead to dysfunctional leadership dynamics, stifled creativity, and organizational dysfunction. This sentiment is echoed in Kets de Vries's observation that

highlighting the short-lived nature of their effectiveness, much like Gilgamesh before his transformation.

Moreover, the impact of narcissistic leadership extends beyond organizational realms. In the political arena, narcissistic leaders may prioritize personal glory and power over the well-being of their constituents, leading to divisive policies, erosion of democratic norms, and heightened social polarization. As Kets de Vries (2005) aptly puts it, "Narcissists are addicted to the grandiosity of their own self-image." This addiction to self-aggrandizement can drive leaders to pursue authoritarian tendencies, undermine democratic institutions, and sow discord within societies.

Recognizing Narcissism—An Imperative for Organizations & Societies

In light of these insights, it becomes imperative for organizations and societies to recognize the signs of narcissistic leadership and implement measures to mitigate its negative consequences, even if at the onset the leader may seem effective.

Narcissism & Interpersonal Relations

Gilgamesh's interactions with others further highlight the impact of narcissism on interpersonal relationships. Psychodynamic systems theory posits that narcissistic leaders may struggle to form genuine connections, viewing others as mere extensions of themselves (Kohut, 1971). Gilgamesh's treatment of Enkidu, initially as a rival and later as a friend, underscores this dynamic. His inability to empathize with Enkidu's struggles and his manipulation of their relationship reflect a narcissistic pattern of relating characterized by exploitation and emotional detachment.

Narcissism & Organizational Culture

The narrative also offers insights into the influence of narcissism on organizational culture. Psychodynamic systems theory suggests that narcissistic leaders may foster environments characterized by authoritarianism and intolerance of dissent (Kernberg, 1976). Gilgamesh's reign over Uruk is marked by a hierarchical power structure, where obedience to his authority is paramount. His reluctance to entertain alternative viewpoints and his tendency to silence opposition reflect a narcissistic need for control and validation.

Navigating Narcissism: What To Do About It

The critical countermeasures to the plight against narcissism lie in competence over confidence, altruism over egotism, and integrity over charisma. In essence, authentic leadership diverges significantly from the glamorous portrayal seen in Hollywood. Until we recognize this disparity, we risk perpetuating the rise of narcissistic leaders while overlooking more capable and ethical alternatives.

Interestingly enough, research has shown that in Eastern and collectivistic cultures, societal condemnation of narcissism contributes to lower prevalence rates—an approach that warrants consideration in the West. This is a theme I hope to address in my future work.

In light then of what we have learned, when encountering charismatic individuals, it's wise to postpone important decisions—such as hiring, promotion, or client engagement—until their true character becomes apparent. While not all charismatic individuals exhibit narcissistic traits, many narcissists possess charisma. Moreover, the more charismatic they appear, the longer it may take to discern their true intentions.

A Little Bit of Narcissism Goes a Long Way

Interestingly, a slight inclination towards narcissism might not hinder leadership. A recent meta-analytic study by Girjalva et al. (2015) revealed that managers with moderate narcissism scores tended to outperform not only those with high scores, but also those with low scores. This discovery underscores some positive traits associated with narcissistic leadership, including effective communication skills, strategic foresight, and ambition. It's no surprise that narcissistic individuals often garner appeal, despite their inherent drawbacks. However, since these competencies can also be present in non-narcissistic individuals, the risks of derailment decrease when considering a broader talent pool.

In Conclusion

It is a scary notion that the world is led largely by narcissists and that many of the people holding the most powerful and influential positions in the world are only doing it for themselves to the detriment of others. This largely explains the state of the world now.

However, by fostering a culture of accountability, empathy, and ethical leadership, organizations can cultivate environments that are resilient to the pitfalls of narcissism, promoting collective well-being and sustainable success.

I look forward to exploring more themes, stay tuned for more articles to explore other lessons for modern leaders.

Afterthoughts: Self-Reflection

In order to assess whether you live under the reign of a narcissistic leader or perhaps you have narcissistic tendencies, you should ask yourselves the following questions:

1.     Do they (I) view myself as inherently superior to others in their (my) organization or community? Do they (I) have a tendency to belittle or demean others to assert their (my) superiority?

2.     Do they (I) use intimidation or coercion to maintain their (my) position of power? Do they (I)  become defensive or hostile when criticized or challenged?

3.     Do they (I)  tend to exploit or manipulate situations to serve their (my) own interests, even if it harms others?

4.     Are they (Am I) quick to take credit for successes but hesitant to accept responsibility for failures?

5.     Do they (I) struggle to form genuine, reciprocal relationships with others?

Sources

Chamorro-Premuzic, T. (2014). Why we love narcissists. Harvard Business Review.

Grijalva, E., Harms, P. D., Newman, D. A., Gaddis, B. H., & Fraley, R. C. (2015). Narcissism and leadership: A meta‐analytic review of linear and nonlinear relationships. Personnel Psychology, 68(1), 1-47.

Gruda, D., Karanatsiou, D., Hanges, P., Golbeck, J., & Vakali, A. (2023). Don’t go chasing narcissists: A relational-based and multiverse perspective on leader narcissism and follower engagement using a machine learning approach. Personality and Social Psychology Bulletin, 49(7), 1130-1147.

Gruda, D. and Hanges, D. (2023, July 27). Why we follow narcissistic leaders. Harvard Business Review. https://hbr.org/2023/01/why-we-follow-narcissistic-leaders

Journal of Applied Psychology, 91(4), 762–776. https://doi.org/10.1037/0021-9010.91.4.762

Kernberg, O. F. (1976). Object relations theory and clinical psychoanalysis. Jason Aronson.

Kets de Vries, M. F. (2005). The leadership mystique: A user's manual for the human enterprise.

Kohut, H. (1971). The analysis of the self: A systematic approach to the psychoanalytic treatment of narcissistic personality disorders. International Universities Press.

Maccoby, M. (2017). Narcissistic leaders: The incredible pros, the inevitable cons. In Leadership perspectives (pp. 31-39). Routledge.

Paulhus, D. L. (1998). Interpersonal and intrapsychic adaptiveness of trait self-enhancement: A mixed blessing? Journal of Personality and Social Psychology, 74(5), 1197.

Rohmann, E., Neumann, E., Herner, M. J., & Bierhoff, H. W. (2012). Grandiose and vulnerable narcissism. European Psychologist.

Simmons, L. (2022). How Narcissistic Leaders Destroy from Within. Stanford Graduate School of Business. https://www.gsb.stanford.edu/insights/how-narcissistic-leaders-destroy-within.