I promised, and I also feel it is my social responsibility, that as I travel through this intense PhD journey, I will share my findings—the moments of amazement, intrigue, regret, and absolute gob-smack discoveries that leave me staring at my screen in disbelief. This is not just about research; it’s about exploring leadership through a different lens, uncovering gaps that we’ve somehow overlooked, and making sense of why workplace disengagement persists despite all the books, frameworks, and best practices available.
Leadership has been extensively researched, and every book you pick up seems to offer a roadmap to becoming a better leader. Yet, despite all this knowledge, workplace disengagement remains a persistent issue. Why? What have we missed?
This journey started as an attempt to uncover the gaps left unturned in leadership research—especially in understanding the psychological underpinnings of why some leaders cultivate thriving workplaces while others create environments of fear, manipulation, or quiet disengagement. One particular discovery that shook me was the study by Forgo et al. (2024), which reframes how we see narcissistic leadership. It turns out that narcissism isn’t a monolithic trait—it exists on a spectrum with four distinct subtypes: grandiose, vulnerable, communal, and malignant.
But before we start pointing fingers at the nearest overconfident executive, it’s important to clarify that not all narcissism is inherently destructive. Some forms are more insidious than others, and understanding the nuances can help us mitigate negative impacts rather than allowing them to go undetected.
Cracking the Leadership Code: The Research That Keeps Surprising Me
The Four Faces of Narcissism (according to Forgo 2024)
Grandiose Narcissists – The textbook image of narcissism: charismatic, confident, and power-seeking. These leaders can be visionaries, but their need for admiration often leads to a lack of genuine empathy and an inflated sense of self-importance.
Vulnerable Narcissists – Unlike their grandiose counterparts, these leaders are introverted and hypersensitive to criticism. They may not seem outwardly narcissistic, but their insecurity often manifests in passive-aggressive leadership styles.
Communal Narcissists – This type is the trickiest to spot. They thrive on being perceived as selfless, helpful, and morally superior. Think of the leader/Individual who insists they’re ‘all about the team’—but somehow, it always circles back to their greatness.
Malignant Narcissists – The most dangerous subtype. These individuals display Machiavellian manipulation, aggression, and a lack of remorse. They don’t just crave admiration—they demand obedience but not necessarily in assertive, directive ways, often fostering toxic workplace cultures that persist long after they leave.
The Leadership Puzzle: What the Data is Uncovering at the Crack of Dawn
One of the most surprising findings in my research is that narcissistic leaders don’t operate in a vacuum—they emerge in response to certain environments and follower dynamics. A toxic culture doesn’t always start with a leader; sometimes, it’s a product of co-creation between leaders, employees, and organisational structures.
For example, the ‘toxic triangle’ theory highlights that destructive leadership flourishes when:
Followers are willing to conform or collude with the leader’s behaviours.
The environment rewards power-seeking, hierarchical control, and short-term success over long-term ethical leadership.
In other words, organisations that unknowingly reward narcissistic behaviour may end up breeding more of it.
I’ve Got Your Back: The Link Between Psychological Safety and Leadership
As I continue my research, I find that psychological safety and employee well-being are deeply intertwined with leadership behaviours—especially when it comes to narcissistic leadership. While toxic leadership can erode trust and silence employees, organisations that foster psychological safety create workplaces where people feel secure enough to speak up, innovate, and challenge the status quo without fear of retaliation.
One of the biggest revelations I’ve had is that teams and organisations can always work through challenges—no matter the situation—if they have the right behaviours in place. What are the key behaviours that contribute to psychological safety? Some behaviours include transparency, honesty, and the simple but powerful phrase that brings me joy to hear: “I’ve got your back.” And, of course, these words only carry weight when followed through with actions.
If this journey sheds light on anything, I hope it helps illuminate the darkness that narcissistic leadership can bring while also showcasing the bright potential of strong, ethical, and human-centred leadership. Leadership isn’t just about authority; it’s about fostering environments where people feel valued, heard, and supported.
Rethinking How We Spot and Address Narcissistic Leadership
If we want to create healthier work environments, we need to move beyond simply labelling leaders as ‘narcissists’ and instead focus on structural and cultural shifts that prevent toxic leadership from taking root.
Here’s what organisations can do:
Encourage Open Dialogue: Cultures that support feedback and psychological safety make it harder for narcissistic leaders to manipulate environments.
Strengthen Checks and Balances: Robust governance structures, independent decision-making, and ethical review boards reduce the unchecked power that narcissistic leaders exploit.
Educate Leaders and Employees: Awareness of the different narcissistic subtypes can help organisations spot warning signs early and implement corrective actions before issues escalate.
Promote Human-Centered Leadership: Leadership approaches that emphasise empathy, accountability, and team-based success help counteract narcissistic tendencies.
From ‘Wait…What?’ to ‘Aha!’—Exploring Leadership’s Blind Spots
As I wrap up the second term of my PhD research and have a week to reset, I promised to share my journey—so here I am, nerding out over the intricacies of narcissism in leadership. While the topic itself is heavy, I want to emphasise that this isn’t about demonising leaders.
Leadership is complex, and narcissistic traits exist in all of us to some extent. The key is awareness, accountability, and proactive organisational strategies.
So, the next time you encounter a leader who seems larger-than-life, ask yourself: is this confidence or something deeper? And more importantly, how is the organisation shaping the space for that leadership to thrive—positively or negatively?
Let's start the conversation. I’d love to hear your thoughts on how organisations can balance strong leadership with ethical, human-centred cultures. Drop a comment or share your experiences!
Here is a lifetime of research... I am excited to have you along for the journey.
Sallina Jeffrey - MBA
PhD Candidate
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