1. Narcissistic Leaders and Organizations Assessment and Intervention Diane M. Langberg, PhD Philip G. Monroe, PsyD

2. Contact Info www.dianelangberg.com info@dianelangberg.com pmonroe@biblical.edu www.globaltraumarecovery.org Slides download: www.wisecounsel.wordpress.com www.wisecounsel.wordpress.com

3. Meditation: 1 Kings 1:1-10 King Me! ▫Listen for characteristics of egocentric leaders ▫How does this remind us of our own tendencies?

4. Overview Introduction to Narcissism and Narcissistic Personality Disorder ▫Emerging model of personality disorders ▫Q & A Narcissistic Systems: Features and Impact ▫Q & A Working with Narcissistic Leaders: Challenges and Directions Working with Narcissistic Systems ▫Q & A Concluding Thoughts

5. Defining Characteristics Self-absorbed Entitled Demanding Differences with immaturity?

6. Current View of NPD 5 of 9 symptoms needed: Grandiose sense of self often seen as exaggeration of achievements and abilities Preoccupation with fantasies of unlimited success, power, brilliance and love Believes he is special and can only be understood by others who are special Demands excessive admiration Entitled and expects favors and compliance Interpersonally exploitive; uses others to achieve his ends Lacks empathy; cannot identify with others’ feelings Envious of others or believes they are envious of him Arrogant, haughty, proud in behavior and attitudes

7. Bob Filner’s “apology”

8. Emerging Model of Pathological Personality Connected to 5 Factory model of Personality ▫Negative affect (v. emotional stability) ▫Detachment (v. extraversion) ▫Antagonism (v. agreeableness) ▫Disinhibition (v. conscientiousness) ▫Psychoticism (v. lucidity/reality testing)

9. Emerging Model, con’t 4 Core personality functions ▫Self  Identity  Self-direction ▫Interpersonal  Empathy  Intimacy

10. NPD in Light of this Model Identity: Excessive reference to others for self- definition; Exaggerated self appraisal Self-direction: Goal setting based on gaining approval from others; Often unaware of own motives Empathy: Impaired ability to recognize feelings of others; Attuned to reactions of others only as they refer to self Intimacy: Largely superficial to serve self- esteem regulation

11. Value of this New Model? Compare differences ▫Exploitive vs. Uses others to regulate self-esteem ▫Lacks empathy vs. Attuned to others only when relevant to self

12. Can Narcissism be Productive? Differences? ▫Confidence vs. egotism ▫Visionary vs. reckless ▫Resilient vs. impervious to criticism ▫Goal driven vs. exploitive

13. Crossing the Line? Crossing the line ▫Poor listener ▫Lacks empathy ▫Distaste for mentoring ▫Intense competition

14. Or…the Willingness to Exploit 4 Factor Model3 Factor Model Leadership/Authority Absorption/Self-admiration Superiority/Arrogance Exploitive/Entitled Leadership/Authority Grandiose Exhibitionism Exploitive/Entitled Exploitation most correlated with pathological narcissism

16. Q & A

17. And Their Leaders

18. Friedman: Demands of Leaders Expertise Charisma These demands are problematic?

19. Core Egocentric System Criteria Abdicates power to leader Abandons critical thinking Success interpreted though leader success

20. Is This Organization Narcissistic? Leader Features ▫Exudes god-like status ▫Does not share power or glory ▫Surrounded by “yea-sayers” ▫Unwilling to tolerate disagreement ▫Likely to scapegoat or pass blame ▫Unwilling to consult with others ▫Prone to cruel, abusive, intimidating attacks

21. Is This Organization Narcissistic? Organization features ▫Constituents gain self-esteem/identity  Approved way of thinking  Insider status provides immeasurable value  Justify dictatorial behaviors of leaders  Require the taking of sides (for/against) ▫Love of organization is highest priority  No toleration for admiration for competitors ▫Inability to assess own weaknesses ▫Encourages spiritual abuse

22. Collective Narcissism (Societal)? ▫Independent of individual narcissism! 4 Features ▫Inflated belief in group superiority  Emotional investment ▫Requires continuous external validation  Vigilant against all threat of loss of status ▫Perceive intergroup criticism as threatening  Exaggerated sensitivity to criticism ▫Intergroup violence restores positive group image

23. Examples? Exaggerated in-group esteem spawns hostility Al Qaida and OBL? But what about the USA? For more, see: Golec de Zavala, A., Cichocka, A., & Iskra-Golec, I. (2013). Collective narcissism moderates the effect of in-group image threat on intergroup hostility. Journal Of Personality And Social Psychology, 104(6), 1019-1039. doi:10.1037/a0032215

26. Q & A

27. Challenges, Opportunities, Safeguards

28. Facing the Challenge of Counselors Triggering defenses? Recognizing deceptive responses Getting caught in the system

29. Overarching Goals Find a way to be heard Explore self apart from external world Assessing/encouraging readiness for change

30. Assessing Types of Narcissism Overt (Grandiose) ▫Seeking to maintain superiority Covert (Vulnerable/Sensitive) ▫Seeking to achieve but with fragile confidence Rohmann, E., Neumann, E., Herner, M., & Bierhoff, H. (2012). Grandiose and vulnerable narcissism: Self-construal, attachment, and love in romantic relationships. European Psychologist, 17(4), 279-290. doi:10.1027/1016-9040/a000100 How would this assessment influence your work?

31. Assessing/Encouraging Change Best responses when your client is at stage: ▫Pre-contemplation? ▫Contemplation?

32. Building Empathy and Self-critique Curious place to start ▫Empathy with self! Navigating self-evaluation ▫What if I am not special?

33. Organizational Consultation Identifying organizational narratives Identifying feared outcomes of allowing internal criticism Developing a “both/and” approach to strengths/weaknesses evaluation

34. Safeguards For the organization? For you?

35. Concluding Thoughts