Narcissistic and Covenant Leadership
By: Nasir Jones
CJUS: 610
Abstract
Leadership comes in a mixture of different leadership styles and traits. The two
that will be explored are narcissistic leadership and covenant leaders. We will explore the
origin of both along with their traits and qualities for each leadership style. These
leadership styles could be beneficial or a downfall for organizations. With everything in
the world, it is always pros and cons with each leadership style. Organizations must
decide the style of leader that would be both beneficial for the company and their
subordinates.
What is a Narcissistic Leader?
Narcissism is a personality trait characterized by an excessive sense of self –
importance, which can be applied to leadership roles. Narcissistic leaders all have many
of the same leadership traits. It is said that people with narcissistic personality,
“exaggerate their own importance, aided by success fantasies. They find criticism hard to
accept, often reacting with rage or shame.” (Myers, 2002). Narcissists have a high self-
esteem and can be often viewed as being arrogant. We have Narcissistic leaders in
position of power all around us. Many of the world’s most influential people in power,
have been associated with having narcissistic characteristics. From people in political
power to people who controls the daily operations of a fast food store, all have traits
commonly associated with narcissism. It is said that, “narcissists have skills and qualities
that are beneficial for becoming leaders but not necessarily beneficial for serving as
effective leaders. In other words, narcissism might predict leader emergence but not
necessarily leader performance” (Brunell, 2008). Many people tend to think about the bad
traits that come along with Narcissistic leaders, there are also good traits that are effective
with many leadership positions.
The Origin of Narcissism:
The term narcissism comes from the Greek myth of Narkissos or Narcissus, the
story of a man who believed he was so much better than anyone else. He was admired for
his beauty, and attracted many people but, in his arrogance, rejected them all away. When
two people that were extremely in love with Narcissus suffered from the rejection of him,
they both asked the Gods to curse him. First was a girl named Ekho/Echo, who was
cursed by a Greek god herself to repeat the last words of what was said before, fell in
deep love with Narcissus. Narcissus rejected her, and Echo later died with the notion of
rejection. Before her death she prayed to the gods to punish him for his unfeeling heart.
His other admirer was a young male named Ameinias who became distraught when
Narcissus rejection him, asking the Gods to avenge him for the rejection. “The Gods
answered these prayers by causing Narcissus to fall in love with an image of him that was
reflected upon a well. Narcissus was so fascinated on his own image that he would not
drink from the well due to fear that he would disturb his own reflection”(Atsma.J, 2015).
This would ultimately cause the death of Narcissus due to him being so infatuated with
himself and not drinking the water.
Pros and Cons of a Narcissistic Leader
Narcissism can be used a clinical diagnosis or a personality trait. As mentioned
before, those leaders that have this personality trait can be valuable for organizations just
as well have several pitfalls that could cause turmoil to an organization. The negative
sides of narcissistic leaders make it difficult to understand how leaders with these
personality traits could properly lead an organization. Most narcissistic are not self-aware
of their characteristics and have a hard time stepping a side from problems and figuring
out that they could be the cause of their own misfortunes.
When engaged in social activities, others like them but this initial liking dissolves
over time resulting in a pattern where narcissists have more frequent relationships but of
a shorter period of time and less emotional affection. Narcissists have less concern for the
well being of others but thrive off of maintaining self-esteem, power and status. It is said
that narcissists believe that they are brighter than most, have self-motivational agendas,
self-focused, self-severing and are more attractive for a particular position than most.
“Narcissism can be conceptualized as containing three basic characteristics: positive and
inflated views of the self, a pervasive pattern of self-regulation that maintains positive
self-views often at the expense of others, and interpersonal relationships that lack warmth
and intimacy” (Brunell, 2008). “To fully understand and appreciate the negative
consequences of narcissism in leaders, it is useful to consider the psychological
components that underlie narcissists' behavior”(Rosenthal & Pittinsky, 2006). “Clinical
narcissism identifies a cluster of dysfunctional self-obsessions. The condition is listed as
a distinct personality disorder in the DSM-4, now more closely identified with mental
disorders in the DSM-5. (2) It is estimated that this personality disorder affects
approximately one percent of the population”D(Emerson, 2014).
The cluster of self-obsessions identified as "clinical narcissism" as defined by Emmerson
include:
An obsession with image and appearances, that surpasses and may even preclude
regard for reality or substance;
An insatiable craving for admiration, fame, notoriety, adulation, etc. that
manifests in activity that commands the center of attention;
Fantasies of unlimited success, power and brilliance, that are enacted, combined
with the conceit that one is envied, admired and adored by others;
A grandiose sense of self-importance and superiority, that often finds expression
in haughty arrogance, and that is sometimes characterized as "delusions of
grandeur";
The presumption that one can only be understood by those endowed with
exceptional brilliance and accomplishment and that only such exceptional people
are worthy of one's interest;
An amplified sense of entitlement often manifest in a predisposition to exploit and
manipulate others, combined with the presumption that: (1) the social rules that
apply to others do not apply to oneself; (2) one warrants exceptionally favorable
treatment and consideration, and (3) others should automatically comply with
one's wishes;
A lack of empathy for others coupled with a lack of realistic awareness of the
impact one's behavior has on others; and
Impenetrable defenses against accepting any responsibility for the adverse
impacts of one's actions, including consequences brought upon oneself; a defense
that can escalate into an indiscriminately destructive explosion of "narcissistic
rage". The clinical narcissist never accepts personal responsibility; any problems
are always someone else's fault or attributed to bad luck.
This list of traits can be very hard to find how a narcissistic leader can lead an
organization and have the proper people to follow there position. There have been several
narcissistic leaders that have been very successful, some even becoming presidents and
running a successful presidency. With all cons of a trait come several pros that can very
much have success with an organization. Narcissistic leaders may lack empathy for
others, but it is found that they have a really great quality to be very socially skilled when
adapting to other people. “Their social relationships often serve the function of self-
enhancement rather than to develop intimacy. In other words, narcissists need others to
maintain their inflated self-views and have, therefore, developed skills at initiating
relationships” (Brunell, 2008). “Notably, as several scholars have observed, the air of
supreme confidence and dominance that are hallmarks of narcissism are in some cases
exactly what inspire a group of followers (e.g., the voters, a board of directors) to select a
narcissist to lead them” (Rosenthal & Pittinsky, 2006).
The positive traits that narcissistic leaders have are:
Narcissists are energetic
Socially extraverted
Socially confident
Entertaining
Sociable, self-assured, likable, and charming.
The ability Take control
There are many narcissistic leaders that were able to become successful during
their time in leadership roles. Although they may have had successful terms, “Numerous
theorists suggest that narcissists are just the type of leader most likely to falter over time.
Not only does their narcissism fuel their poor decision-making, but also the power they
attain through their leadership fuels their narcissism, spurring a downward spiral into
poor leadership” (Glad, 2002). In 2 Timothy 3:1-7, Paul showed concerned of the church
leaders’ character in which, showed strong signs of narcissistic behaviors traits. He went
to write:
“But know this, that in the last days perilous times will come.D For men will be
lovers of themselves, lovers of money, boasters, proud, blasphemers, disobedient
to parents, unthankful, unholy, unloving, unforgiving, slanderers, without self-
control, brutal, despisers of good, traitors, headstrong, haughty, lovers of pleasure
rather than lovers of God, having a form of godliness but denying its power.D And
from such people turn away.”
Covenant Leadership
The term "covenant" is of Latin origin (con-venire), meaning a coming together.
“A covenant is a binding and solemn agreement to do or keep from doing a specified
thing… a compact… agreement… a formal, sealed contract…” (Moisan, 2007, p. 14). “A
covenant is a reciprocal relationship based on mutual trust, respect, values and
commitment in which two or more people are willingly bound together by a common and
ethical purpose. That purpose is bigger and more important than any one individual and it
provides meaning and hope for everyone involved” (Moisan, 2007, p. 4). The most
known covenant would be a marriage in which, is a personal bond between husband and
wife. Marriage would be a long-term commitment between two people who are bound
together for eternity. The type of covenant being conveyed would be more so a
community/employment base covenant.
Covenant leadership is very different from a Narcissistic leadership. Covenant is
not linked to personality traits and could be commonly heard being used in the bible as
being defined as to coming together. Covenant leadership has characteristics that can be
compared and contrasted to traits of narcissistic leadership. In a nutshell, a covenant is
about parties coming together and completing a goal or maintaining the core values of an
agreement. With a covenant, “trust is often initiated by leaders, it is necessary on the part
of everyone if the relationship is going to work. There simply can be no good faith and
therefore no covenant if there is no trust” (Mosian, 2007, p 15). An example of this
would be in 2 Corinthians 8-9, when Paul demonstrated covenant leadership while trying
to fix the issues in Corinth. Although there were several issues with the Corinthians, Paul
would only praise their strong points and not making other recognize their weaknesses.
As a leader, Paul had faith that the issues in Corinth will be fixed and the Corinthians
trust and faith in Paul’s leadership. “Leadership is also a relationship bound together by
and freely give themselves to that common purpose” (Mosian, 2007, p 37). It is also
noted that, “a covenant is a relationship in which two or more people who trust and
respect each other; willingly bind themselves together in pursuit of a common and ethical
purpose” (Mosian, 2007, p 47).
Traits of a Covenant Leader
Unlike narcissism and having traits/characteristic that are associated with a
clinical diagnosis, covenant leaders share some of the same characteristics/goals. These
tendencies that covenant leaders share are (Mosian, 2007, p 18):
Building a community and mutual responsibility
Promoting common good, win/win philosophy
Foster relationships, mutual prosperity
Being Driven by a mission and/or values
Being bound by spirit and/or integrity
Encourage Free exchange and/or vulnerability
Being oriented toward service and development of individuals
Implying trust/positive assumptions
Focusing on giving and sharing
Supporting principles and liberty
Defying accommodations
Promising long-term commitment
Leading to loyalty and motivation
Favor recognition of others
Creating synergy/emotional attachment/increased social capital
As mentioned prior, these are some traits that go both ways. Not only do covenant
leaders have to have these qualities but also his or her followers must also help to build
on these traits. “Leadership is a strategic process and motivate individuals to achieve the
common purposes of both the leader and the people being led” (Mosian, 2007, p 24).
Narcissistic Vs. Covenant Leadership
Both of these leadership styles are total opposites. Narcissistic leadership focuses
more so on the leader it self and brings all the qualities of a “me”/ “I” approach.
Covenant leadership focuses on a “we” approach. Covenant leadership is dependent on
building relationships while Narcissistic leadership is built upon egotistical gain (self-
motivational agendas, self-focused, self-severing). “We might expect narcissists to
succeed in positions where charisma and extraversion are important, or where self-
absorption and grandiosity are important, rather than in positions that require building
sustained relationships and trust” (Rosenthal & Pittinsky, 2006). Covenant leadership is
opposed to this theory of narcissistic leadership. Covenant leadership is based on mutual
terms and leadership involving growth for both the leaders and the followers. “For a
leader to achieve that necessary balance and build such a culture requires a certain
amount of selflessness and even humility. That’s exactly what researcher and author Jim
Collins discovered in his study of “Good to Great” companies (eleven companies that
returned an average of $471 for every $1 invested over 35 years)” (Mosian, 2007, p 60).
This author also referred to personal humility as a way for leaders to leave their personal
egos at the door and do what is best for the companies/organizations. “Leaders will have
to become more focused on the larger mission of the enterprise and less focused on
themselves” (Mosian, 2007, p 60).
Narcissistic leadership has a short-term impact rather than a long-term influence
for organizations. It when we look at the impact, we evaluate the followers. Throughout
research it is said, “Narcissistic leaders are not only likely to abuse their power, but, by
exploiting their own charisma, they are more likely to convince their followers to buy
into the abuse and to shoulder the blame for failure. While narcissistic followers will
experience obvious pleasure in seeing their beloved leaders work their way up the ranks,
they will also get equal satisfaction out of seeing them brought down a notch. Of course,
many followers of narcissistic leaders eventually rebel against their leaders' callous and
exploitative behavior, but beyond that, they blame their leaders for failing to live up to
their own exaggerated expectations. However, this power ultimately feeds self-defeating
behavior, because for a narcissist, it is never fully satisfying-it cannot fully heal his
underlying lack of self-esteem. Implicit leadership theory suggests that we choose as our
leaders those people who seem most “leader like” (Rosenthal & Pittinsky, 2006).
Covenant leadership aims to have a long-term impact rather than a short-term
influence for organizations. It when we look at the impact, once again we evaluate the
followers. “Through covenants leaders customized learning opportunities where
followers can be coached in principles and methods that equip them to handle both the
immediate business of work and the longer term business of life” (Mosian, 2007, p 26).
Leaders also, “create opportunities for followers to experience a sense of individual
purpose by helping followers understand the larger mission of the organization and then
allowing them bot to align with it and to use their gifts in pursuing it. This kind of
covenant leadership often has a transformational effect in ways that elevate the
awareness, motives, values and behavior of those followers” (Mosian, 2007, p 26).
Conclusion
In law enforcement, the people and law enforcement form a covenant. The people
trust that law enforcement officers will up hold the law and protect the people and
property from non-law abiding citizens. Officers must not have a narcissistic approach
towards the people but instead take a covenant leadership approach. As mentioned before
the goal for law enforcement to build a long term relationship with community and not
take a short-term narcissistic approach.
Work Cited
Atsma, A. (2015). Narkissos. Theoi Greek Mythology
http://www.theoi.com/Heros/Narkissos.html
Brunell, A. (2008). Leader Emergence: The Case of the Narcissistic Leader.
Personality and Social Psychology Bullletin vol. 34 no. 12 1663-1676
Emmerson, R. (2014). Counteracting the narcissistic tendencies of executive teams.
Optimum Online. 44.1
Rosenthal, S. & Pittinsky J. (2006). Narcissistic Leadership.
The Leadership Quarterly Vol. 17, Issue 6
Beiles, G. (2002). A Covenant of Commitment.
Journal of Thought Vol. 37 No. 1
Moisan, L. (2007). Leadership is a Covenant.
Bloomington, IN. AuthorHouse
Myers, D. (2002). Exploring Psychology.
New York, NY. Worth Publishers
Glad, B. (2002). Why Tyrants go too Far: Malignant Narcissism and Absolute Power.
Political Psychology, 23, 1−37.
