The Trait Of Narcissism
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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:
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.
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.
Research shows that humble leaders improve the performance of a company, creating more collaborative environments. They are balanced, appreciative and open to new ideas and feedback. They know their strengths and shortcomings as well.
Humble CEOs become enablers for the top management team to provide their fullest potential. The CEO's humble attitude, mannerisms and the way they conduct themselves become contagious among subordinates.
To be narcissistic is to be selfish, manipulative, and ego-driven. But this trait has varying degrees of intensity, from reasonable selfishness to a villainous and psychopathic personality disorder.
Narcissists need not always be the flashy and over-confident people who are not letting others speak. Many narcissists are insecure, self-focused, and are not in the limelight.
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