01-07-2025
Is your boss a corporate narcissist? Here are the warning signs
Your boss has the power to significantly influence your career trajectory, for better or worse.
But how can you discern whether you're facing a situation that can be resolved or if you're dealing with a corporate narcissist? Industry experts share their insights.
Prof Renata Schoeman, Head of Healthcare Leadership at Stellenbosch Business School says many of the personality traits characteristic of psychopaths are also traits that help people get ahead in business, such as charm, fearless dominance, boldness and a grandiose sense of self.
It is estimated that up to 1% of the general population meets the criteria for antisocial personality disorder, yet, almost 4% percent of business leaders may be psychopaths. The CEO level is the career with the highest proportion of psychopaths, second only to the prevalence of antisocial personality disorder amongst prison inmates (with a 15% prevalence).
In SA, a third of employees quit due to toxic leadership, nationwide studies reveal that work-related stress accounts for over 40% of workplace illnesses, and 1 in 4 South African employees has been diagnosed with depression.
Prof Schoeman says that although the research paints a bleak picture, it does not mean all leaders are psychopaths or narcissists.
'It's common for people to use these terms loosely but we're not referring to challenging bosses here. Narcissists and psychopaths have distinct, clinically identifiable traits. Recognising these traits accurately is crucial, as misunderstanding can lead to wrongful labelling and conflict.'
What are the signs?
Narcissism: Grandiosity, entitlement, constant need for admiration, lack of empathy, arrogance and hypersensitivity to criticism.
Psychopathy: Superficial charm, manipulative behaviours, lack of remorse or empathy, impulsivity and shallow affect.
'Narcissists and psychopaths can easily rise to the top. They have charm, they are fearless and risk-takers – all perceived to be strong leadership traits,' she says.
'Narcissists can be brilliant strategists, have the courage (and even audacity) to push through massive change and transition – despite the risks, and their compelling visions and skill in using their charisma to inspire, attract followers.'
'Narcissistic leaders favour indirect strategies such as withholding information impacting individual performance or isolating staff, while psychopaths rely on direct manipulation and bullying.'
Read more | How companies are failing their introverted employees, according to experts
'The corporate narcissist will gather a group of co-dependent people around him or her to support and reinforce his or her behaviour. Although narcissists profess to be loyal to the organisation they are often only committed to their own agenda – not company loyalty. They expect great dedication and may overwork others without any regard for the impact on their lives.'
Prof Schoeman says psychopathic characteristics on the other spectrum show towards aggressive behaviour where dominance and strategic conquest triumph.
'What separates psychopaths who become criminals from psychopaths who succeed in business is that they differ in their level of conscientiousness. Successful psychopaths are less impulsive, negligent and irresponsible than the psychopaths who live a life of crime. However, this does not imply that successful psychopaths are always law-abiding citizens - they may just be better at avoiding being caught. Successful psychopaths tend to have more privileged backgrounds, higher IQ, and little risk of legal penalties when compared to their unsuccessful (criminal) counterparts.'
'They are extremely efficient in using and manipulating communication networks to enhance their own reputation, while discrediting others, and creating and maintaining conflicts and rivalries amongst colleagues. They are excellent in spreading disinformation, while covering up their own association with this false information leading others to be 'blind' to their involvement. In effect they are therefore innocent of manipulation.
Prof Schoeman says that, as inspiring as these leaders can be at first, they do create a damaging effect within an organisation.
Safeguarding employees
If you suspect a leader exhibits these traits, here are practical steps employees can take:
• Establish clear boundaries: Maintain professional distance and document interactions clearly.
• Seek organisational support: Engage HR or utilise employee assistance programs.
• Prioritise self-care: Ensure you have emotional and social support networks.
• Stay objective: Evaluate performance clearly, focusing on facts rather than emotions.
If You're the Leader: Reflect and Act
Self-awareness is powerful. If you recognise some of these traits in yourself, consider the following:
• Seek professional guidance: Psychological support can offer strategies for mitigating harmful traits.
• Solicit authentic feedback: Engage a trusted colleague or mentor to give honest input.
• Develop empathy and humility: Commit to leadership training that emphasises emotional intelligence and ethical leadership.
• Transparency and accountability: Create organisational checks and balances to mitigate risks associated with these traits.
What organisations can do:
• Detect dark traits early with specific psychometric screening for senior roles that measure psychological behaviour
• Encourage feedback with anonymous tip-lines and exit interviews to help uncover toxic behaviours before they escalate
• Emphasise fairness, transparency, and open-door policies, diluting power to subtle manipulators.
• Support employee well-being by investing in wellness programs, flexible work, mental healthcare access and relevant HR safeguards.
• Hold leaders accountable with clear consequences for abusive behaviour with clear protocols and HR and legal interventions
