The long-term organizational impact of destructively narcissistic managers

Destructive narcissism (DN) is both a common and significant problem in organizations. The outward self-confidence, drive for power, and ruthlessness of destructively narcissistic managers (DN managers) facilitate their rise to positions of power. At the same time, their devaluation of others, singular focus on what is best for themselves, and difficulties in working with others can markedly impair an organization's morale and performance, and even drive away the most talented employees. Most large organizations have enough DN managers to present a significant and costly problem. This article begins by discussing the nature and origins of DN and then moves on to explore how DN can simultaneously facilitate the rise of managers to positions of power and do significant damage to the organizations they work for. Two detailed case studies are provided. The article discusses why DN managers are able to survive and prosper in some organizations despite their destructive behavior, how people can recognize DN managers more quickly, and how to design organizations to decrease the prevalence of DN managers. Finally, the article provides recommendations for how other managers, executives, and boards of directors can deal with DN managers and CEOs.