The presence of narcissistic managers in the workplace can lead to hiring more narcissistic individuals in leadership positions, potentially resulting in conflicts and high turnover rates. Narcissists have an inflated sense of self-importance and seek attention and admiration from others, often lacking empathy. While narcissistic CEOs can exhibit traits that are beneficial to a company, such as self-confidence and charisma, their impact on company structure has been less studied.
Through a study published in the Journal of Management, researchers analyzed over 11,000 LinkedIn profiles of managers from top U.S. companies to determine the presence of narcissistic tendencies. The study found that CEOs with higher levels of narcissism, as indicated by their LinkedIn profiles, tended to appoint senior managers with similar narcissistic traits. This pattern was attributed to the “similarity-attraction paradigm” where narcissists are drawn to individuals who mirror their characteristics, resulting in conflicts and turnover in senior management teams.
Narcissistic individuals are skilled at making great first impressions, often perceived as strong leaders and charming speakers. This can be particularly effective during job interviews with highly narcissistic CEOs who may seek validation and admiration from potential executives. However, the dominance and conflicts that arise within a team of narcissists can lead to disruptions and higher costs for the company due to increased turnover.
Despite the effectiveness of using social media profiles like LinkedIn to measure narcissism, caution should be exercised in making strong judgments about individual executives based on their online presence alone. It is essential for companies to focus on unbiased interview selection and hiring practices that prioritize candidates’ qualifications and suitability for the job, rather than their personality traits.
The research underscores the importance of raising awareness among CEOs and boards about the potential negative impact of narcissistic hiring practices. By being cognizant of their own tendencies and those of potential executives, companies can mitigate conflicts and turnover within their senior management teams. Ultimately, the study serves as a cautionary reminder for organizations to prioritize professional merit and compatibility in hiring decisions to ensure long-term business sustainability.
