Is the World Run by Narcissists?

It’s a question that’s been buzzing in my mind for years—especially every time I see a leader dominate the headlines for something outrageous, ego-driven, or strangely performative. 

You probably know the feeling. And as someone who’s spent a lot of time thinking about narcissism—not just the disorder, but the traits, the behavior patterns, and how they show up in systems—I’ve started noticing a trend. 

Not just isolated individuals here and there, but a pattern of power-seeking that almost seems tailor-made for narcissistic personalities.

But here’s the twist: this isn’t just about bad apples. It’s about environments that reward certain traits. And in leadership pipelines across politics, business, and even academia, we might not just be tolerating narcissism—we might be actively selecting for it.

So, is the world run by narcissists?

Not a simple yes or no.

But let’s dig into what the evidence tells us.

What the Research Actually Tells Us

Narcissists don’t just appear—they rise

There’s a classic study by Paulhus and Williams (2002) that first grouped narcissism with Machiavellianism and psychopathy, calling them the “Dark Triad” of personality. And since then, we’ve been flooded with studies examining how these traits affect leadership. What’s striking is that narcissism, in particular, seems to have a strange edge: it helps people emerge as leaders—even if it doesn’t help them lead well.

In fact, a meta-analysis by Grijalva et al. (2015) confirms that narcissistic traits correlate positively with leadership emergence, but not with leadership effectiveness. That’s huge. It means narcissists often get the job, but whether they’re any good at it is another question altogether.

Charm and confidence win the room (at first)

Let’s not forget: narcissists aren’t usually cartoon villains. They’re often charming, charismatic, and confident—especially early on. These are the exact traits that shine in interviews, campaign speeches, or startup pitches. And that’s no accident.

Remember Elizabeth Holmes? At her peak, she was treated like the female Steve Jobs. It wasn’t until much later that cracks began to show. Her charisma wasn’t incidental—it was central to her ability to attract funding, press, and loyalty. And if you look at it through a narcissism lens—grandiosity, need for admiration, sense of specialness—it’s hard not to see the pattern.

Power doesn’t just attract narcissists—it amplifies them

Here’s where it gets even more interesting. There’s emerging research suggesting that positions of power can actually magnify narcissistic tendencies, even in those who didn’t start out extremely high on the spectrum. Power lowers empathy and increases self-focus—both of which align closely with narcissistic behaviors.

One study out of UC Berkeley by Keltner et al. (2010) demonstrated that people in power were more likely to interrupt, speak out of turn, and ignore others’ perspectives. Sound familiar?

We’re not just talking about CEOs or presidents here. The structure of power itself might nudge people toward narcissistic behavior, whether or not they have a full-blown personality disorder.

Social media is a narcissist’s playground

Let’s talk about another angle: the way visibility works in today’s world. Social media has absolutely changed the game. For leaders, visibility isn’t optional anymore. The more you post, the more you’re seen. The more provocative or bold you are, the more you’re shared.

And guess who thrives in that system? Exactly.

A 2014 study by Buffardi and Campbell found that narcissists tend to post more self-promotional content, use more visual imagery, and gain more followers as a result. Now apply that to politics. Or to influencers-turned-entrepreneurs. This is the perfect storm of algorithmic validation meeting pathological self-focus.

We’ve created a system where narcissistic behavior isn’t just tolerated—it’s amplified.

Not all narcissists are the same

I also want to bring in something a bit more nuanced here. Narcissism isn’t a monolith. There’s grandiose narcissism—think self-assured, dominant, overconfident. And then there’s vulnerable narcissism—marked by insecurity, hypersensitivity, and emotional fragility hidden under the surface.

The grandiose subtype is more often linked with power-seeking behavior. But that doesn’t mean the vulnerable ones aren’t also showing up in high places—especially in environments that reward emotional performance, like certain corners of media and politics. They may just package their narcissism in more socially acceptable ways—through victim narratives, “authentic” oversharing, or appeals to empathy that ultimately center themselves.

So what does this mean?

If you’ve ever wondered why leaders seem less accountable, more ego-driven, and less open to feedback than ever, it’s not your imagination. We’re operating in a world that subtly selects for narcissistic traits, then puts those traits under the brightest spotlight imaginable. And the feedback loops—media attention, follower counts, financial incentives—only serve to deepen the traits that helped them get there.

It’s not that every leader is a narcissist. But when you look at the system, it becomes harder to deny: narcissism isn’t just surviving in the halls of power—it’s thriving.

Why Narcissists Keep Getting Picked

Let’s step back and look at the bigger picture. Because the real question isn’t just why narcissists want power—that part we’ve covered. The real question is: why do we keep letting them in? Why do organizations, voters, investors, and audiences so often fall for the same flashy, self-aggrandizing personalities?

Well, part of it is psychological. Part of it is structural. And part of it is, honestly, cultural conditioning. We’re wired to respond to certain traits, and the world we’ve built around leadership is feeding that wiring.

Media rewards visibility, not nuance

Let’s start with the most obvious: media visibility. Whether it’s traditional news cycles or TikTok algorithms, the world of attention economy loves a big personality. Narcissists, who are often highly skilled in self-promotion and image control, are essentially built for this world.

They say outrageous things? That’s a headline.
They never back down? That’s “strong leadership.”
They’re constantly talking about themselves? That’s brand identity.

This isn’t just a media problem—it’s a human attention problem. We pay more attention to confident, dominant voices, even when they’re wrong. A 2017 study in Nature Human Behaviour found that people consistently overvalue confidence when evaluating others, especially in high-stakes decision-making environments. And narcissists are rarely short on confidence.

Corporate structures reward boldness, not balance

Let’s shift to the business world. If you’ve worked in high-growth startups or corporate hierarchies, you’ve probably seen this play out. Boldness gets funded. Overpromising gets rewarded. Quiet competence, on the other hand, often gets overlooked.

The startup ecosystem is a perfect example. Investors want 10x returns, not steady 2x growth. And who better to promise that than someone who truly believes they’re a visionary genius—regardless of feasibility?

This isn’t theoretical. Look at Adam Neumann at WeWork. Look at Travis Kalanick at Uber. These aren’t random cases—they’re patterns. Traits like inflated self-belief, charm, and tunnel-visioned ambition helped them raise billions. Their downfalls? Well, those were often chalked up to “growing pains” or “bad culture fit” long after the damage was done.

Politics selects for performers

Now let’s touch politics—because wow, is this one glaring. The modern political arena is less about governance and more about narrative control. Charisma, dominance, and certainty win debates. Nuance, self-awareness, and complexity don’t.

And what kind of personality thrives in that environment? Someone who believes they are uniquely qualified to lead, won’t take no for an answer, and sees dissent as a threat rather than feedback.

There’s a reason researchers like Watts et al. (2013) found higher narcissism scores among U.S. presidents, with grandiose narcissism particularly associated with “presidential greatness.” But that greatness came with baggage: ethical scandals and abuse of power also correlated with those same traits.

In other words, the traits that make for memorable leadership often come with a shadow side.

Culture is slowly shifting toward narcissism

Here’s where it gets a little uncomfortable. It’s not just our systems. It’s us, too. In a society that increasingly rewards visibility, self-promotion, and personal branding, narcissistic traits don’t just thrive—they’re normalized.

Jean Twenge’s work on generational shifts in narcissism shows a clear rise over the decades, especially in Western societies. Social media accelerates this trend, but it’s been building long before Instagram filters and influencer culture.

In leadership, that normalization shows up as:

• Valuing style over substance
  
• Confusing confidence with competence
  
• Expecting leaders to “own the room” rather than understand the room
  

We’ve subtly trained ourselves to expect—and sometimes prefer—narcissistic behavior at the top. And once that becomes the norm, it’s hard to see it as a problem.

Loyalty loops and echo chambers

Finally, let’s talk about how narcissists stay in power. It’s not just that they rise—it’s that they build systems that protect them once they do.

Think about this: narcissists often attract loyal inner circles. These groups affirm the leader’s greatness, shield them from criticism, and attack dissenters. It’s a classic echo chamber dynamic. Over time, these groups create feedback loops that insulate the leader from reality.

The longer it lasts, the more dangerous it becomes. And by the time the broader system catches on, the damage may already be done.

What Narcissistic Leadership Actually Looks Like

By now, you might be wondering: how do we actually spot narcissistic leadership in action? What patterns should we be looking for beyond the surface-level confidence or media stunts?

Let’s dig into the texture of narcissistic leadership—not in abstract traits, but in the day-to-day behaviors, decisions, and dynamics that unfold around these individuals.

The obsession with image

One of the most obvious signs is a relentless focus on appearance over substance. Narcissistic leaders are often obsessed with how they’re perceived—by the media, by their team, by the public. They’ll spend disproportionate time managing their brand, rehearsing speeches, or even curating vulnerability.

In practice, this can look like:

• Ignoring pressing internal issues to focus on external optics
  
• Public apologies without accountability
  
• Taking credit for wins and deflecting blame for losses
  

The focus isn’t really on what’s right—it’s on what looks right.

The enemy is always “them”

Another tell? The need for a scapegoat. Narcissistic leaders rarely admit fault. When things go wrong, someone else is always to blame. It could be lazy employees, disloyal executives, a “toxic culture,” or even the media.

There’s a defensive shell that builds over time. Criticism isn’t seen as feedback—it’s seen as betrayal. And loyalty becomes a filter for value, rather than skill, contribution, or character.

In environments like this, dissenting voices disappear fast.

Decisions driven by ego, not data

Narcissistic leaders often prize their gut instinct over expertise. That can mean ignoring advisors, dismissing evidence, or flipping decisions on a whim—simply to reinforce their own sense of control.

This behavior might be sold as “visionary leadership,” but underneath it, there’s usually a fragile ego that can’t tolerate being wrong.

Theranos is a textbook example here. Elizabeth Holmes didn’t just lie about the product—she shut down anyone who questioned her. Engineers, scientists, board members—they were either absorbed into her echo chamber or pushed out. Decisions weren’t based on data—they were based on the image she needed to protect.

Empathy gaps and exploitative behavior

This one’s big. True narcissists have a deep empathy deficit. That doesn’t mean they’re cruel in obvious ways—but it does mean that people become tools. They’ll form connections when it serves their goals, and drop them when it doesn’t.

In leadership, that often shows up as:

• Burning out teams with unrealistic expectations
  
• Playing people against each other to maintain control
  
• Using flattery and fear to manipulate loyalty
  

If you’ve ever worked under someone like this, you know it’s not just exhausting—it’s demoralizing. And the worst part is that these leaders often believe they’re doing what’s best for everyone.

When narcissistic leadership works (until it doesn’t)

Now, here’s where it gets complicated: sometimes narcissistic leadership delivers results—at least for a while. Big personalities can push companies through bold pivots. Charismatic founders can raise millions. Strongmen politicians can stabilize crises, in the short term.

But the cost comes later: broken cultures, suppressed innovation, ethical scandals, and massive fallout once the myth starts to crack.

The truth is, narcissistic leadership often wins the sprint but fails the marathon.

Signs you’re in a narcissist-led system

To wrap this up, here’s a quick gut check. You might be dealing with a narcissist-in-charge if:

• Dissent is punished, not engaged
  
• The mission keeps shifting to align with personal glory
  
• People walk on eggshells around feedback
  
• High turnover is brushed off as “low fit”
  
• Every meeting somehow becomes a performance
  

If these sound familiar, you’re not imagining it. You’re in a system built around one person’s ego.

Final Thoughts

So… is the world run by narcissists? Not entirely. But it’s clear we’ve built pipelines—across politics, business, media, and tech—that reward narcissistic traits and sometimes even depend on them.

This doesn’t mean all leaders are toxic or doomed. But it does mean we need to rethink how we define strength, charisma, and vision—and ask whether we’re confusing loudness for leadership.

If we want better outcomes, we’ve got to stop being dazzled by the shine—and start asking what’s underneath.