The ruthless CEOs do better than non ruthless ones when faced with external competition, they say, rather than internal things.
"Corporate psychopaths' malicious traits outweigh their positive ones. They often bully others, create conflict, discourage subordinates' ideas, behave unethically, and even urge others to do the same.
- While some psychopathic traits can be useful to leaders and their companies, evidence suggests that corporate psychopaths often make workplaces more hostile, less productive, and ultimately less profitable.
- A full-blown corporate psychopath in a key position of power likely will be disastrous for the company."
How many "corporate psychopaths" are CEOs?
We commonly stereotype psychopaths as criminals, but there are probably more in upper management. Meet the "corporate psychopath."
bigthink.com
Productive narcissists have the audacity to push through the massive transformations that society periodically undertakes.
It’s easy to see why narcissistic leadership doesn’t always mean successful leadership.
While Freud recognized that there are an almost infinite variety of personalities, he identified three main types: erotic, obsessive, and narcissistic. Most of us have elements of all three. We are all, for example, somewhat narcissistic. If that were not so, we would not be able to survive or assert our needs. The point is, one of the dynamic tendencies usually dominates the others, making each of us react differently to success and failure.
Freud’s definitions of personality types differed over time. When talking about the erotic personality type, however, Freud generally did not mean a sexual personality but rather one for whom loving and above all being loved is most important. This type of individual is dependent on those people they fear will stop loving them. Many erotics are teachers, nurses, and social workers. At their most productive, they are developers of the young as well as enablers and helpers at work. As managers, they are caring and supportive, but they avoid conflict and make people dependent on them. They are, according to Freud, outer-directed people.
Obsessives, in contrast, are inner-directed. They are self-reliant and conscientious. They create and maintain order and make the most effective operational managers. They look constantly for ways to help people listen better, resolve conflict, and find win-win opportunities. They buy self-improvement books such as Stephen Covey’s The 7 Habits of Highly Effective People. Obsessives are also ruled by a strict conscience—they like to focus on continuous improvement at work because it fits in with their sense of moral improvement. As entrepreneurs, obsessives start businesses that express their values, but they lack the vision, daring, and charisma it takes to turn a good idea into a great one. The best obsessives set high standards and communicate very effectively. They make sure that instructions are followed and costs are kept within budget. The most productive are great mentors and team players. The unproductive and the uncooperative become narrow experts and rule-bound bureaucrats.
Narcissists, the third type, are independent and not easily impressed. They are innovators, driven in business to gain power and glory. Productive narcissists are experts in their industries, but they go beyond it. They also pose the critical questions. They want to learn everything about everything that affects the company and its products. Unlike erotics, they want to be admired, not loved. And unlike obsessives, they are not troubled by a punishing superego, so they are able to aggressively pursue their goals. Of all the personality types, narcissists run the greatest risk of isolating themselves at the moment of success. And because of their independence and aggressiveness, they are constantly looking out for enemies, sometimes degenerating into paranoia when they are under extreme stress.
Narcissistic Leaders: The Incredible Pros, the Inevitable Cons
Reprint: R0401J In the winter of 2000, at the height of the dot-com boom, business leaders posed for the covers of Time,BusinessWeek, and the Economist with the aplomb and confidence of rock stars. These were a different breed from their counterparts of just ten or 20 years before, who shunned...
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