Researchers studied whether customer service employees were more productive under narcissistic or humble leaders.
The least effective bosses were narcissists. Humble bosses were a bit more productive. But the best leaders were a combination: the humble narcissists.
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They have inflated views of themselves (they think they are better than they actually are).
They make fantastic first impressions. But the stuff that works for narcissists so well in the sho...
Narcissists lack empathy, they usually don’t work hard, and in a few weeks to a few months, they make the people around them miserable. And narcissism is very hard to change. So, if at all possible, just stay away.
Clinical psychologist Al Bernstein recommends you kiss up to them or at least keep your mouth shut until you can get out of there.
There’s this concept called “narcissistic injury.” Pointing out a narcissist isn’t all they think they are can be like pulling the pin on a grenade. A grenade you have to see every day of your life.
Narcissism, it turns out, is not a one-dimensional personality and there are nuances in character and behaviour.
Humble narcissists, people who are egoistic but still able to admit mistakes, and leaders that are trainable, or are able to give other people credit, are a paradoxical but strong leadership package.
Counterbalancing the narcissistic traits with humility is something that can be taken up by managers who believe they may fall in this category.
This can be done by:
At first, Steve Jobs insisted he would never make a phone. It took two years for his team to persuade him to reconsider. Within nine months, the App Store had a billion downloads, and a decade ...
Every personality has an if ... then profile: a pattern of responding to a particular scenario in a specific way. A dominant manager becomes submissive when interacting with a superior. A procrastinator gets their act together when the deadline is coming up.
It is then also possible to use this to encourage a know-it-all to recognise when there's something to learn or change.
In a series of experiments, students were asked to rate their knowledge of everyday objects. The students were overconfident until they had to write out step-by-step explanations. Then they realised how little they understood.
Overconfidence often stands in the way of change. But if you point out someone's ignorance directly, they may get defensive. A better way is to let them recognise the gaps in their own understanding.
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