Narcissism is the pursuit of gratification from vanity or egotistic admiration of one's own attributes. The term originated from Greek mythology, where the young Narcissus fell in love with his own image reflected in a pool of water. Narcissism is a concept in psychoanalytic theory, which was popularly introduced in Sigmund Freud's essay On Narcissism (1914). The American Psychiatric Association has listed the classification narcissistic personality disorder in its Diagnostic and Statistical Manual of Mental Disorders (DSM) since 1968, drawing on the historical concept of megalomania.
Narcissism is also considered a social or cultural problem. It is a factor in trait theory used in various self-report inventories of personality such as the Millon Clinical Multiaxial Inventory. It is one of the three dark triadic personality traits (the others being psychopathy and Machiavellianism). Except in the sense of primary narcissism or healthy self-love, narcissism is usually considered a problem in a person's or group's relationships with self and others. Narcissism is not the same as egocentrism.
Narcissism as a personality trait, generally assessed with the Narcissistic Personality Inventory, is related to some types of behavior in the workplace. For example, individuals high in narcissism inventories are more likely to engage in counterproductive work behavior (CWB, behavior that harms organizations or other people in the workplace).[59] Although individuals high in narcissism inventories might engage in more aggressive (and counterproductive) behaviors, they mainly do so when their self-esteem is threatened.[60] Thus narcissistic employees are more likely to engage in CWB when they feel threatened.[61] Individuals high in narcissism have fragile self-esteem and are easily threatened. One study found that employees who are high on narcissism are more likely to perceive the behaviors of others in the workplace as abusive and threatening than individuals who are low on narcissism.[62]
The narcissistic manager will have two main sources of narcissistic supply: inanimate – status symbols like company cars, company-issued smartphone or prestigious offices with window views; and animate – flattery and attention from colleagues and subordinates.[63]:143Teammates may find everyday offers of support swiftly turn them into enabling sources of permanent supply, unless they are very careful to maintain proper boundaries.[63]:143, 181</ref> The need to protect such supply networks will prevent the narcissistic managers from taking objective decisions;[64] while long-term strategies will be evaluated according to their potential for attention-gaining for the manager themself.[63]:122 Organizational psychologist Alan Downs wrote a book in 1997 describing corporate narcissism.[65] He explores high-profile corporate leaders (such as Al Dunlap and Robert Allen) who, he suggests, literally have only one thing on their minds: profits. According to Downs, such narrow focus actually may yield positive short-term benefits, but ultimately it drags down individual employees as well as entire companies. Alternative thinking is proposed, and some firms now utilizing these options are examined. Downs' theories are relevant to those suggested by Victor Hill in his book, Corporate Narcissism in Accounting Firms Australia.[66]
Narcissism is also considered a social or cultural problem. It is a factor in trait theory used in various self-report inventories of personality such as the Millon Clinical Multiaxial Inventory. It is one of the three dark triadic personality traits (the others being psychopathy and Machiavellianism). Except in the sense of primary narcissism or healthy self-love, narcissism is usually considered a problem in a person's or group's relationships with self and others. Narcissism is not the same as egocentrism.
Narcissism as a personality trait, generally assessed with the Narcissistic Personality Inventory, is related to some types of behavior in the workplace. For example, individuals high in narcissism inventories are more likely to engage in counterproductive work behavior (CWB, behavior that harms organizations or other people in the workplace).[59] Although individuals high in narcissism inventories might engage in more aggressive (and counterproductive) behaviors, they mainly do so when their self-esteem is threatened.[60] Thus narcissistic employees are more likely to engage in CWB when they feel threatened.[61] Individuals high in narcissism have fragile self-esteem and are easily threatened. One study found that employees who are high on narcissism are more likely to perceive the behaviors of others in the workplace as abusive and threatening than individuals who are low on narcissism.[62]
The narcissistic manager will have two main sources of narcissistic supply: inanimate – status symbols like company cars, company-issued smartphone or prestigious offices with window views; and animate – flattery and attention from colleagues and subordinates.[63]:143Teammates may find everyday offers of support swiftly turn them into enabling sources of permanent supply, unless they are very careful to maintain proper boundaries.[63]:143, 181</ref> The need to protect such supply networks will prevent the narcissistic managers from taking objective decisions;[64] while long-term strategies will be evaluated according to their potential for attention-gaining for the manager themself.[63]:122 Organizational psychologist Alan Downs wrote a book in 1997 describing corporate narcissism.[65] He explores high-profile corporate leaders (such as Al Dunlap and Robert Allen) who, he suggests, literally have only one thing on their minds: profits. According to Downs, such narrow focus actually may yield positive short-term benefits, but ultimately it drags down individual employees as well as entire companies. Alternative thinking is proposed, and some firms now utilizing these options are examined. Downs' theories are relevant to those suggested by Victor Hill in his book, Corporate Narcissism in Accounting Firms Australia.[66]