toxic leadership

Narcissism and Toxic Leaders
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Narcissism and Toxic Leaders
Narcissism is a critical and significant part of toxic leadership paradigm. The defining features of narcissists include an impressive sense of self-importance and credible confidence in their intellectual ability and skills. Ironically, a great percentage of these attributes are encouraged in business organizations, just as much, as in some instances of the army, an aspect which may explain the existence of many narcissists in the army and management positions. As Doty & Fenlason explain, narcissists are motivated by an unceasing need to feed a grandiose self-conception (2013). The motivation can be characterized as a constant want for supplies, which may be seen as the relationships and activities that reinforce the grandiosity sense (Doty & Fenlason, 2013). This urge and need encourage a narcissist way of life towards being a restless person, often mirroring workaholic tendencies to reinforce the sense of achievement and grandeur continuously. Arguably, the narcissism sense is a killer and should have no place in the US Army, and it is no secret that leaders who care less about themselves and more about their subordinates are very lily to be more successful and build better synergy in their organizations.
Indeed, it is usual to experience narcissistic traits in top management positions. One of the significant components of the leader’s orientation is the extent of intensity through which their narcissistic inclinations have been built.

Aggression to any apparent rival coupled with fragility and self-esteem are the hallmarks of narcissism in context of leadership. Given the attached need for prestige, glamour, and prestige, such persons are almost guaranteed of reaching the leadership heights. Moreover, this is strengthened with their manipulation abilities, sense of drama, and the knack for establishing quick and insincere relationships. One can easily argue that narcissistic traits are inevitably toxic (Doty & Fenlason, 2013). When it becomes a disorder, the outcome arms the morale and effectiveness of the group, which are likely to cause catastrophes.
The narcissism drive has, in many instances, led to the selection of persons regarded as successful by the Army to the extent of rewarding them as America’s finest (Doty & Fenlason, 2013). This is very ironical attributed to the fact that the Army should never be based on leaders who tend to be manipulative, egotistical, exploitative, and self-seeking. Any good leader should be able to accept suggestions from others. Such individuals are cancer spreading throughout the arms profession, but could become extinct were they not supported. It is no secret that such drive for power can be dysfunctional and very destructive, and in most cases make the leaders retreat to their own world in which they are myopic, opinionated, and unwilling to accept or seek advice from others.
However much any organization under a narcissistic leader may seem to be under progress and making achievements, it is critical to establish what if their urge of success incorporated caring for the others, more so the subordinates. Narcissistic leaders backup and preserve toxicity each day of their lives. They feel contented with what they are as long as the illusory view of success is attached to the screaming, yelling, and selfishness. Arguably, there is a possibility that narcissistic leaders have no idea of their narcissism practices. Probably, they should be made aware, and if they do, establish if they care, or all they desire for is success and toxicity in leadership?
References
Doty, J., & Fenlason, J. (2013). Narcissism and toxic leaders. Army Combined Arms Center Fort Leavenworth Ks Military Review.