• Narcissist workers are often initially perceived by colleagues to be charming and extraverted, but over the time their less-desirable traits become more apparent
• According to new research by Durham University Business School, the mask slips sooner when narcissists are part of a small workforce
• How can managers can make sure employees with narcissistic personalities continue to excel in work environments, no matter the size, without negatively impacting their team?

From dragon-lady Miranda Priestly to bumbling Michael Scott, the typical characterisation of the corporate narcissist has always carried a certain allure. Without question, their way is the best way. When Miranda says, “there’s no one who can do what I do” we believe her.

Narcissistic individuals hold grandiose self-perception, consider themselves to be exceptionally talented, consistently seek admiration from others, and dominate our screens and companies time and time again. It is little wonder why narcissists command so much attention. With the power to appear competent through the use of their magnetic confidence, it’s easy to see why both audiences and colleagues have stayed captivated.

We love to hate them… for a reason

For example, Miranda Priestly commands respect: her impeccable high self-esteem, cool exterior and razor sharp wit render her the most dominant person in the room at all times. Many of her natural talents, which could be attributed to narcissism, are so closely aligned with those of an archetypal successful leader, that narcissism surely must be recognised as something neither wholly good or bad- neither entirely helpful or unhelpful. These characters are intoxicating, and we love to hate them.

It is clear that traits of narcissism can still be recognised as good leadership practice, if they are effective. Even if a narcissistic leader is not necessarily liked, because narcissism and success can go hand in hand, they can still receive praise.

So, what does it look like when a narcissist isn’t in charge? A new study investigates this, seeking to understand the specifics of which work environments help narcissistic individuals to thrive, and which ones cause them to struggle.

How does narcissism work?

The study, led by Birgit Schyns, Professor of Organisational Behaviour at both NEOMA Business School and Durham University Business School, alongside colleagues from emlyon business school, the University of Bamberg and the University of Munster, explored people who are in the early-stages of their career, and how the presence of narcissism impacted upon their ability to build relationships with colleagues.

While previous studies suggest that relationships with narcissists tend to deteriorate over time, Professor Schyns’ study builds upon this, exploring the conditions of said deterioration, as well as the reasons behind the success of so many narcissistic leaders.

Crucially, because none of the early professionals held leadership positions, their narcissistic traits could be isolated and unclouded by the qualities typically associated with effective leadership. This allowed the study to observe how narcissists operate when they are not in their preferred position of power.

Exposing negative traits

The researchers studied over 500 early professionals completing their first internship as

part of their business degree. They then conducted a 360-degree evaluation throughout the process to assess how well the interns managed to develop working relationships with both their supervisors and colleagues.

Following the internship, each intern completed a self-evaluation, which was coupled with feedback from their supervisors and colleagues to help determine their own sense of narcissism in themselves and how likely a narcissist was to be identified by their peers. 

The results of the study indicated that the link between narcissism and working relationships is less straightforward than expected. For interns, the size of the work groups play a significant role in how their relationships with their supervisors turn out. In smaller teams, narcissistic traits in employees are much easier to spot, while in larger teams, these traits can often stay undetected.

Understanding the nuances of the dynamics of narcissism in work environments is essential to accommodate all workers’ needs. As Professor Schyns says, “narcissists often make a strong first impression, but as time goes on, their need for admiration and lack of genuine collaboration can strain workplace relationships.”

“For managers,” she continues, “understanding these dynamics is crucial in making informed hiring decisions and fostering a positive work environment. Identifying potential challenges early can help organisations build stronger, more cohesive teams.”

Managing the Narcissist

Naturally, every team will include a mixture of personalities, and this diversity should not be avoided but celebrated. However, this can only be achieved if these differences are handled with care. Managers, for the success of the entire team, must find ways to allow employees with narcissistic personalities to shine, while ensuring their behavior does not negatively impact others. Alongside providing staff with regular opportunities for feedback, managers can create small, close-knit teams to help reflect narcissistic traits back to the individuals who display them, helping to ensure they’re noticed and understood early on, and can be managed properly.

Without such steps, what looks like success can be more like a house of cards.

Narcissism, the researchers stress, is not inherently good or bad, but it is when there isn’t adequate direction that the mirror starts to crack, and narcissism becomes an Achilles’ heel. Narcissism in the workplace can be compelling, complex, and with both high risk and reward. An environment rich in feedback, where self-reflection is encouraged rather than avoided, allows narcissism to shine as a not-so-secret weapon, and positively contribute to the dynamics of the workplace.

Because, after all, there can only be one Miranda Priestly.

By, Ella Coates

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