M&a of Ab/Inbev

The Leadership Quarterly 17 (2006) 617 – 633 www.elsevier.com/locate/leaqua Narcissistic leadership
Seth A. Rosenthal ⁎, Todd L. Pittinsky
Center for Public Leadership, John F. Kennedy School of Government, Harvard University, 79 J.F.K. Street,
Cambridge, Massachusetts 02155, United States

Abstract
Narcissism—a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility—is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We review and critically assess the theoretical and research literature on narcissistic leaders in order to understand the potential positive and negative consequences of their leadership, the trajectories of their leadership, and the relationship of narcissism to established models of leadership. We conclude that the study of narcissistic leaders is inherently limited in scope, and propose a new definition of narcissistic leadership in order to reframe the discussion and better incorporate the topic of narcissism into the field of leadership studies. © 2006 Elsevier Inc. All rights reserved.
Keywords: Narcissism; Narcissistic leaders; Narcissistic leadership; Literature review

“It is probably not an exaggeration to state that if individuals with significant narcissistic characteristics were stripped from the ranks of public figures, the ranks would be perilously thinned.” Jerrold M. Post (1993, p. 99).
“The big danger is one of hubris. There 's a tendency…to think you 're invulnerable. You 're not just king of the mountain, you 've mastered the mountain. That can often lead to mistakes of excessive pride.” David R. Gergen
(Bumiller, 2004).
“I 'm an

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