Not all narcissistic leaders are so entrapped by their personalities that they can’t be open to change and willing to learn.
Harvard anthropologist and psychoanalyst Michael Maccoby, PhD, called such individuals “productive narcissists” when he wrote “Narcissistic Leaders: The Incredible Pros, the Inevitable Cons” for the Harvard Business Review (January–February 2000). Maccoby's article identifies three basic ways to avoid common traps:
- Find a trusted sidekick. Many narcissists can develop a close relationship with one person, who can act as an anchor and keep them grounded. But this person must be sensitive enough to manage the relationship. The sidekick must convince the leader to accept new ideas, showing him how they fit with his views and serve his interests.
- Indoctrinate the organization. The narcissistic CEO wants subordinates to think as he does about business. He is skilled at converting people to his point of view and indoctrinating managers with his personal ideology.
- Seek therapy or executive coaching. If narcissists can be persuaded to undergo therapy or coaching, they can work through their rage, alienation and grandiosity. They can keep their strengths and diminish their weaknesses.
Narcissists Leading the Future
With the dramatic discontinuities in today’s world, more large corporations are getting into bed with narcissists. They are finding there’s no substitute for narcissistic leaders in an age that requires out-of-the-box innovation and fearless risk-taking.
But narcissistic leaders can self-destruct and lead their organizations terribly astray. Most of the major corporate scandals of the last 10 years were committed by narcissistic leaders who abused their power.
There can be untold rewards, however, for companies whose narcissistic leaders recognize their limitations.