Why Narcissists Often Rise to Leadership Positions
There’s this strange thing I keep coming back to: why do people with narcissistic traits keep ending up in leadership roles, even though we all know the damage they can cause? It’s not just an organizational blind spot—it’s a patterned phenomenon, and honestly, it’s one that fascinates me.
If you’ve worked with or studied leaders closely, you’ve probably seen this play out: someone steps into a position of power, radiating confidence, vision, and certainty. But fast forward a few months or years, and the cracks start to show—poor collaboration, fragile ego, and decisions that prioritize their image over actual results.
This blog isn’t just another “narcissists are bad” take. I want to dig into why they rise to leadership, what systems enable it, and how their traits often pass as leadership gold—at least at first glance. And along the way, I’ll share examples that might just make you look at your own leadership pipeline a little differently.
How Narcissistic Traits Look Like Leadership Qualities
The deceptive charm of grandiosity and charisma
Let’s start with the big one: grandiosity. Narcissists have an inflated sense of self, sure—but that grandiosity often gets misread as vision. You’ve probably seen it: someone walks into the room and confidently announces their “10-year transformation plan” for the company, even if they’ve only been there two weeks.
Now, for many, that kind of audacity raises red flags. But in high-stakes environments—especially in corporate, political, or entrepreneurial settings—grandiosity can look like bold vision. In fact, research by Rosenthal & Pittinsky (2006) showed that charismatic leaders with narcissistic traits were often rated more favorably by followers initially, especially in uncertain contexts.
Remember Elizabeth Holmes? The Theranos founder had all the trappings of a charismatic visionary. She sold a future that didn’t exist, with absolute confidence and a magnetic presence. And yet, for years, investors, boards, and even media hailed her as a revolutionary leader. It wasn’t just that she fooled people—her narcissistic traits activated existing expectations about what a leader “should” look like.
Confidence mistaken for competence
There’s a well-documented link between perceived competence and displayed confidence, even when the underlying ability isn’t there. Narcissists, with their deep conviction in their own greatness, project unwavering certainty—even (or especially) when they’re wrong.
I’m reminded of the Dunning-Kruger effect here. Narcissistic leaders often operate in that space of “unconscious incompetence”, where they’re so sure of their abilities that they bypass self-doubt entirely. And in environments where fast decision-making is valued, that kind of certainty can be seductive.
In Grijalva et al.’s 2015 meta-analysis, narcissism was positively correlated with leadership emergence, but not effectiveness. That distinction is crucial. Narcissists rise—but they don’t necessarily perform. Confidence gets you the title; competence keeps you there. And many don’t make it to the second part.
Assertiveness that hides aggression
Another trait that often flies under the radar is dominance, especially when it’s wrapped in the language of assertiveness. Narcissistic leaders aren’t afraid to speak up, take space, or bulldoze competing ideas. That can initially look like strength, direction, or executive presence.
But here’s the problem: once they’re in power, this assertiveness often turns into aggression, control, and silencing of dissent. What’s sold as “decisive leadership” morphs into rigidity and retaliation.
Think about Steve Jobs—not a classic narcissist by clinical standards, but someone whose forceful personality and perfectionism veered into toxic territory. His brilliance is undeniable, but so is the psychological toll he took on his teams. The tricky part? Our culture often romanticizes this style, calling it “demanding” or “visionary” rather than naming the destructive interpersonal patterns it can represent.
Manipulation disguised as political savvy
This one hits close to home for anyone who’s watched a narcissistic leader rise through the ranks while others get overlooked. Narcissists are often skilled manipulators—not just of people, but of perception. They know how to read power structures, exploit ambiguity, and align themselves with influential stakeholders.
In political science and organizational behavior literature, this shows up as “impression management” or “strategic self-presentation.” Narcissists aren’t just self-centered; they’re often highly attuned to what others want to see—and they deliver it.
There’s a reason some narcissists thrive in highly bureaucratic or political organizations: they know how to play the system. They’re rarely the best team players, but they’re often perceived as indispensable because of their ability to narrate their own importance better than anyone else.
When charm is a liability in disguise
We can’t ignore superficial charm, often the first thing people notice in narcissistic leaders. It’s not just about being friendly—it’s about the kind of charm that masks entitlement, lacks emotional depth, and serves a transactional purpose.
A classic example: someone who builds rapid-fire relationships with upper management while staying distant or dismissive toward peers or subordinates. That upward-facing charm can fool those at the top into believing the person is a unifying force, when in reality, they’re creating vertical loyalty and horizontal division.
Over time, this charm can erode trust, demoralize teams, and create toxic loyalty loops—where the narcissistic leader is protected by a loyal few while the broader organization suffers.
So what’s the takeaway? Narcissistic traits don’t just slip past our defenses—they actively exploit the way we define leadership. The traits we claim to value—confidence, vision, boldness—are dangerously close to the traits narcissists perform best. That’s not a coincidence. It’s a design flaw in how we select and reward leaders.
And once you start seeing it, it’s hard to unsee.
The Systems That Help Narcissists Get to the Top
We’ve talked about how narcissistic traits can look like leadership. But that alone doesn’t fully explain why narcissists keep ending up in charge. If it were just about charisma or confidence, they’d be scattered throughout organizations—not concentrated at the top.
So let’s talk systems. Because the environments we work in—corporate, academic, political, even non-profits—don’t just allow narcissists to rise. They enable and sometimes even reward them. And that happens in some pretty consistent ways.
Leadership hiring is biased toward first impressions
Let’s be honest: our leadership selection processes aren’t built for depth. When companies choose executives, board members, or startup founders to back, they’re often looking at surface traits—gravitas, vision, confidence—not long-term team health or emotional intelligence.
I’ve sat on panels, consulted on C-suite hires, and seen how fast decisions can be made based on a 60-minute interview. That favors narcissists, because they excel at impression management.
They know how to sound visionary, drop buzzwords, and make bold predictions that signal leadership potential. You’ve probably seen it too—someone gives a TED Talk-style pitch and everyone’s dazzled, despite little substance underneath. The problem is that we confuse performance with potential. And narcissists are master performers.
Our culture rewards individualism over collaboration
Western leadership culture in particular leans heavily on the myth of the heroic leader—the lone visionary, the disruptor, the one who “thinks different.” It’s baked into startup lore, executive branding, and even media coverage.
And who fits that mold better than a narcissist? Someone who believes they’re special, destined for greatness, and entitled to lead? In environments that reward standing out, not fitting in, narcissistic self-promotion can look like confidence and ambition.
Compare that to collectivist cultures, where humility and harmony are more central to leadership. There’s less space for narcissists to thrive there—not because they don’t exist, but because the system doesn’t glorify their traits.
Results now, damage later
Narcissistic leaders often deliver big wins—at least in the short term. They push hard, take risks, make fast calls. In fast-paced industries or crisis environments, that can lead to quick, visible success.
But long-term? Their decisions often lead to instability, turnover, and even ethical violations. Still, by the time those consequences surface, they’ve often moved on—or moved up.
Take former WeWork CEO Adam Neumann. His charisma and bold vision turned WeWork into a $47 billion company… on paper. But the underlying business model didn’t hold, and his leadership style was later exposed as reckless and cultish. Yet, he landed a $1 billion exit and—unbelievably—has since raised more money for another venture.
That’s not about his skills. That’s about the system. A system that doesn’t penalize narcissistic damage—it often rewards the illusion of success more than the reality.
Organizational politics play right into their hands
In complex, hierarchical workplaces, navigating internal politics is half the battle. Narcissists are often highly attuned to power dynamics, and they leverage relationships to shield themselves from scrutiny.
They know who to charm, who to sideline, and how to build alliances that protect them. And if they’re particularly strategic, they’ll divide teams and isolate dissenters, creating an inner circle that keeps them insulated.
I’ve watched this happen up close: a narcissistic VP who sabotaged high performers behind closed doors while presenting himself as their biggest champion in public. He wasn’t just avoiding accountability—he was using the organization’s own bureaucracy to stay in control. And it worked, for years.
Crisis amplifies narcissistic appeal
Here’s where things get really tricky: people often gravitate toward narcissistic leaders in uncertain or threatening times.
It makes sense—when we’re scared or overwhelmed, boldness feels safe. Someone who knows what to do—even if they’re faking it—is deeply appealing.
During corporate takeovers, restructures, or even global crises like COVID-19, narcissistic leaders often emerge as dominant voices. They make fast decisions, speak with authority, and promise big outcomes.
But once the storm passes, the damage becomes clearer. Teams feel used. Trust erodes. And that same confidence starts to look delusional.
So no, it’s not just about narcissists being good actors. They’re playing to an audience—and the script was written for them. Our systems—hiring, culture, rewards, and crisis response—all bend toward the traits narcissists excel at performing. That’s the real danger. And it’s one we rarely confront directly.
Not All Narcissists Lead the Same Way
It’s tempting to think of narcissistic leaders as one-size-fits-all. But the reality is more nuanced. Narcissism exists on a spectrum, and it shows up in different forms—with different impacts on leadership behavior.
So let’s zoom in on this complexity, because not all narcissism is maladaptive, and understanding the distinction could be the difference between hiring a bold innovator and inviting chaos.
Grandiose vs. vulnerable narcissism
Most of what we’ve discussed so far falls under grandiose narcissism—extraverted, dominant, confident. These leaders are often the ones who charm rooms, make big promises, and seek admiration.
But there’s another form: vulnerable narcissism. These individuals are more introverted, emotionally fragile, and hypersensitive to criticism. They still crave validation and feel entitled to special treatment, but they mask it with insecurity rather than arrogance.
In leadership, that can show up as passive-aggressive behavior, defensiveness, or indecision masked as humility. They may avoid direct confrontation but retaliate in subtle, corrosive ways. Their need for recognition can still drive harmful behavior—it’s just less obvious.
Adaptive narcissism: confidence without the chaos
There’s growing evidence that some traits associated with narcissism can be adaptive—when kept in check. For instance, self-confidence, goal orientation, and a desire for impact aren’t inherently bad.
What separates adaptive narcissists is self-regulation. They might think highly of themselves, but they’re able to balance it with feedback, collaboration, and reality checks.
These leaders often show up in entrepreneurship, where risk-taking and self-belief are crucial. Elon Musk is a good example here—deeply narcissistic in some ways, but also delivering tangible innovation and enduring (so far) through high-pressure challenges.
Still, the line is thin. Without checks and balances, adaptive narcissism can slip into entitlement and exploitation quickly.
Comparing leadership outcomes: a closer look
Let’s break it down with a side-by-side snapshot:
| Trait/Behavior | Adaptive Narcissism | Maladaptive Narcissism |
| Response to feedback | Selectively receptive | Hyper-defensive, blames others |
| Risk-taking | Strategic and calculated | Impulsive and reckless |
| Relationship with power | Seeks influence to make impact | Seeks power for personal dominance |
| Team dynamics | Inspires and delegates effectively | Micromanages or undermines peers |
| Decision-making | Bold, with input from others | Bold, unilateral, dismisses dissent |
This isn’t just theoretical. In a 2020 longitudinal study by Nevicka et al., leaders with moderate narcissistic traits outperformed others in high-pressure team settings—but only when supported by strong feedback loops and peer accountability. That’s the key: the context has to hold them accountable.
So how do we work with this?
Here’s what I tell clients and organizations: don’t just ask “Do they have narcissistic traits?” Ask: “Can they manage them?”
You’ll find some leaders who are driven, self-promoting, even a little grandiose—but who also listen, adapt, and grow. Those individuals can lead brilliantly in the right setting.
But if someone shows signs of entitlement, a pattern of blame-shifting, or an inability to tolerate criticism—that’s not edge, that’s a liability.
Narcissism isn’t inherently a leadership disqualifier. But unexamined narcissism is a ticking time bomb. That’s the distinction we need to sharpen in leadership development and evaluation.
Before You Leave…
The rise of narcissistic leaders isn’t a fluke—it’s a feature of the systems we’ve built and the traits we still celebrate. The real challenge isn’t just spotting narcissism. It’s understanding the ways we’ve come to mistake it for greatness, and questioning the structures that make it so easy for toxic personalities to climb the ladder.
Not all narcissists are destructive. But unquestioned narcissism in leadership often is. And if we want healthier teams, better outcomes, and more sustainable leadership? We’ve got to get more honest about what—and who—we’re rewarding.
Thanks for staying curious with me.
