Recent research published in the Journal of Management has shed light on the profound impact of narcissistic behaviours in corporate leadership. This innovative study, conducted by academics from TU Dortmund University and FAU Erlangen-Nuremberg, explores the complex nature of narcissism in the context of executive roles. Narcissism, characterised by both a charismatic confidence and a problematic egocentrism, has been a point of both fascination and concern within the business sector.

The methodology of the study is particularly noteworthy, involving a detailed analysis of LinkedIn profiles to gauge the levels of narcissism among executives. According to Professor Lorenz Graf-Vlachy of TU Dortmund University, the approach is simple yet effective. “The evaluation of elements such as the number of photographs, the extent of the biography in the ‘About’ section, and the professional credentials listed can reveal much about an executive’s narcissistic tendencies,” he explains.

This research meticulously examined the executive makeup of thousands of U.S. companies, unveiling a clear pattern: CEOs exhibiting higher levels of narcissism are likely to select similarly minded individuals for their top management teams. This preference not only influences the composition of these teams but also their functionality and longevity.

The implications are significant, as teams with a high concentration of narcissistic personalities tend to experience more internal conflicts and subsequently higher turnover rates. “Narcissists naturally gravitate towards each other, yet their desire to dominate can lead to significant clashes,” notes Graf-Vlachy.

The findings are crucial for corporate governance, suggesting that a more circumspect approach to the selection of executives could enhance stability and effectiveness within leadership teams. The study champions a balanced consideration of personality traits in executive recruitment, aiming to foster environments where diverse leadership can thrive.