Power, pride, and peril: Managing narcissists in the workplace

“I alone can fix it.” With these words, Donald Trump, accepting the Republican nomination in 2016, positioned himself not merely as a candidate but as the singular solution to America's challenges. This declaration epitomizes a leadership style characterized by supreme self-confidence and an unwavering belief in personal infallibility. Such traits are emblematic of narcissistic leaders who, in times of uncertainty, often ascend to positions of power.  

Figures like Trump and the former Italian prime minister, Silvio Berlusconi, who famously said, “There is no one on the world stage who can compete with me”, exemplify this phenomenon, where assertiveness and charisma can overshadow collaboration and humility.  

This pattern isn't confined to politics; in corporate environments, individuals exhibiting similar traits frequently rise to leadership roles, especially when organizations seek decisive guidance amidst chaos.  

We seem to be in an era tailor-made for the narcissist. But how did we get here—and more importantly, how do we manage the consequences? 

When charisma meets chaos

Narcissistic leaders tend to thrive in uncertain times. A paper by Esade’s Yuqi Liu, Laura Guillén and François Collet, found that people naturally seek strong, decisive leadership in periods of instability. Narcissists, who project confidence and dominance, are most appealing in these circumstances. Research shows that narcissists display traits like assertiveness, ambition, and fearlessness—qualities typically associated with traditional leadership models. 

Narcissists often embody what organisational psychology calls ‘agency’: they seem driven, powerful, and confident. This helps them climb the ladder quickly. But there’s a conundrum; the same traits that help narcissists gain power often undermine the very teams they are supposed to lead. A narcissistic leader’s arrogance, hostility, and contempt often evoke subordinates’ frustration and inferior team performance. 

The dark triad and a perfect storm

Narcissism is part of the so-called ‘dark triad’ of personality traits—along with Machiavellianism and psychopathy. Together, these traits describe individuals who are manipulative, ruthless, and lacking in empathy. And yet, organisations and societies under pressure can unwittingly reward these exact characteristics. 

According to Laura Guillén’s research, crises—whether economic, political, or cultural—can pave the way for leaders who are more immersed in their own status rather than concerned with the collective good. These leaders thrive in uncertainty, exploiting destabilization to help them achieve their own agendas. 

At a societal level, narcissist political leaders may even challenge broader ethical norms. Guillén writes that political attacks on diversity, equity, and inclusion (DEI) initiatives can legitimise self-serving behaviour in organisations. In these environments, the most aggressive personalities rise, ethical decision-making erodes, and only the loudest voices overpower others. We have already seen how the Trump administration’s rollback on DEI initiatives has caused businesses even as powerful as Amazon to renege on DEI promises when hiring.  

In the corporate world, businesses such as Enron and Lehman Brothers failed partially due to a toxic corporate culture comprised of powerful, aggressive and selfish individuals. Company bosses who emulate narcissistic political leaders by accepting a dominance-driven style, eventually extinguish ethical decision-making, accountability and ultimately, the long-term stability of their organization. 

When the boss is a volcano

For those on the ground, working under a narcissistic leader often feels like living near an active volcano. “Their presence is imposing, generates movement, and radiates energy,” says Esade senior lecturer Marga Martí Ripoll. “But if their limits are not contained, they can erupt and devastate their surroundings.” 

A narcissistic boss often seeks constant admiration, dominates conversations, and resists criticism. They may dominate the team, take all the glory for others’ ideas, and treat disagreement as a personal attack. The more they are challenged by others, the more aggressive they become. And yet, underneath the bravado often lies a fragile ego, driven by insecurity and fear of rejection. 

So what can employees and organisations do?

How to handle a narcissist leader

While pacifists may want to avoid their volcanic bosses, and activists may favor confronting such leaders head-on, research suggests a more strategic approach. The key is to channel their traits productively while protecting the team’s mental wellbeing. 

Martí Ripoll recommends three important tactics: 

• Set clear boundaries: Narcissists will test limits. Define roles and expectations early, keep communication focused on facts, and avoid emotional triggers. “If a boundary is negotiated,” she says, “it ceases to be a boundary.”
• Channel ambition through teamwork: Give narcissistic leaders opportunities to shine in ways that benefit the group. Let them lead presentations, but involve the whole team in preparation to share success.
• Protect team morale: When narcissistic leaders belittle others, morale plummets. Leaders and HR professionals must step in to acknowledge collective efforts and prevent toxic dynamics. “Tolerating an overflowing volcano is not prudence,” warns Martí Ripoll. “It’s negligence.” 

Antonio Núñez, senior partner at Parangon Partners and specialist in leadership and corporate governance adds: “An intelligent leader knows that even the most complex traits can be channelled positively. If narcissists are given challenges where they can shine without harming the team, their energy becomes an asset instead of a source of conflict.” 

Leadership in a new light

In a world increasingly drawn to bold, unapologetic personalities, narcissistic leadership may not just be a passing trend—it may reflect deeper shifts in how we define power, success, and influence. 

Organisations must remain vigilant. While a narcissistic leader might drive short-term gains and generate excitement with their pomp and glory, the long-term impact on culture, ethics, and team cohesion can be deeply damaging. Those being guided by a narcissist would do well to remember that their “I alone can fix it” belief is flawed.  

Authentic leadership is not just about self-belief, visibility and charisma—it’s about the balance between agency and communion, ambition and empathy. And in the end, perhaps it is those who can navigate both sides of that equation who will lead not just effectively, but sustainably.