Running head: NARCISSIST AND COVENANT LEADERSHIP STYLES
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Narcissist and Covenant Leadership Styles
Liberty University
CJUS 610
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NARCISSIST AND COVENANT LEADERSHIP STYLES
Abstract
Narcissistic leaders are defined in this paper as the leaders, who are exploitative,
controlling and commanding, all emanating from their endeavor to feel good, boost their self-
esteem and ego. However in the literature, it reveals that though to a great extent this
leadership style is perceived negatively, sometimes it has proven successful, mostly in
situations where there is adequate aid from assistants. On the other hand, covenant leadership
is viewed as the all-inclusive type of leadership where each and every member feels valued
by being engaged in the organization’s activities. However, deeper in the paper, it is
acknowledged that this leadership style requires a great deal of relationship building, which
many may not be ready to engage into. So, both leadership styles have their pros and cons.
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Narcissist and Covenant Leadership Styles
Explanation of narcissistic leadership
The narcissistic individual is someone who is always in need of absolute attention
from his followers, and always strives to be in the leadership mantle, where he controls
everyone else. As Stein (2013) argues, given the fact that a narcissistic personality is always
in need to be in control, many people consider such a personality a bad character trait.
Consequently, this type of leadership entails ruling and leading with a commanding style,
where the people at the helm tend to control and make their followers adhere to their sole
directions and commands through unfriendly means such as intimidation, coercion, as well as
exploitative means (Ronningstam, 2012). However, in regardless of the negativity that people
see in such personalities, the fact remains that people with such traits tend to bring some
positive benefits to the organization they are heading.
Traits of a Narcissistic Leader
Narcissists are people who when they get to the leadership positions will largely tend
to manifest their exploitative nature, superiority, along with grandiosity. They are at all times
showing their magnificence through arrogant behaviors, inflated self-esteem and also
interpersonal behavioral issues (Ronningstam, 2012). Most of the individuals who manifest
this type of leadership trait tend to portray dysfunctional issues characterized by self-esteem
issues and emotional instability. This shows that to a great extent, narcissist leaders tend to
portray some tough traits such as being commanding, coercing, as well as manipulating their
followers. So to a large extent, narcissistic leadership is all about exploiting people, making
people vulnerable so as to be able to control, and dominate people.
Benefits and pitfalls of narcissistic leadership
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Pitfalls
Narcissistic leaders tend to satisfy their ego and esteem by portraying traits that
manifest their extreme obsession with image and appearance; critical traits that makes them
in some occasions preclude any regard for reality or substance (Ronningstam, 2012). In such
situations, these kinds of leaders tend to create a very unfriendly environment, which turns
employees’ against their leaders thus disorienting the organization from achieving its core
objectives and goals.
Benefits
Narcissistic leaders tend to bring the focus and absolute commitment of the employee
to the organization by strongly embracing unique qualities such as being highly confident,
assertive, as well as highly driven to realize the set organizational objectives (Stein, 2013).
With such positive traits, these leaders are able to robustly guide their followers towards
meeting the organizational goals.
Covenant Leadership
Covenant leadership is all about relinquishing your powers so as to accommodate
others, putting others first, and creating a cordial relationship with others (Ackerman, et.al,
2010). One best example of covenant leadership is God himself. Looking back at the holy
bible, there are various people such as Moses, Noah, Sarah and Hannah who God made up
covenants with to help save all mankind. The culmination of such covenant resulted in God
giving his beloved son, Jesus Christ to save all mankind (Committee on Bible Translation,
2011). This is what covenant leadership is all about. Being mindful, and sacrificing for others.
Comparing and Contrasting Narcissistic Leadership Traits and Covenant Leadership
Traits
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The majority of narcissistic leaders tend to become more narcissistic as they continue
to accumulate and consolidate the power. For instance, as shown by Stein, (2013) one of the
key obvious examples of such a leader is Adolf Hitler, who while in his earlier days portrayed
some charismatic traits of leadership, went ahead to become more power hungry, as his
power increased. Narcissistic leadership is also put on the alert in the holy bible; in 2nd
timothy, 3: 1-7; whereby the holy book states that in the last days, there will come the days of
difficulty when individuals will change and become lovers of self, and money. It continues to
states that people will become more arrogant, unholy, abusive, treacherous, heartless and
reckless (Spencer, 2014). This is a clear portrayal of how narcissist leaders are in the modern
day world. Normally due to their eagerness to be in control, and manifest themselves to be
extremely powerful, narcissistic leaders tend to portray extreme dictatorial traits including
being exploitative, and always trying to show a sense of resentment, superiority, and
exhibitionism (Rosenbach, et.al, 2012). All these extreme traits are all meant to help them
deal with several dysfunctional issues such as self-esteem issues and emotional instability.
Unlike narcissist leaders who are always trying to embrace headship style of
leadership, by winning friends, and influencing them into adhering to their directions and
commands, covenant leaders are largely more different. They tend to manifest quite different
traits, as opposed to those of narcissist leaders. For instance, covenant leaders, unlike their
counterpart who are exploitative; tend to show ethical traits including equity, fairness, and
inclusiveness (Spencer, 2014). They on a daily basis endeavor to create a favorable
relationship between themselves and their followers, without having to rule with an iron fist.
The fairness, equity, and inclusiveness traits adopted by these types of leaders are all but
meant to create a conducive and participatory agreement between the management, the
workers, and the co-workers. In such an environment, the whole situation leads to a scenario
where each and every member of an organization has his precise duties and responsibilities to
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each other. In other words, with such qualities and traits, covenant leaders create a conducive
working environment, where everyone is a brother’s keeper.
Contrastingly, whereas narcissistic leaders are concerned with fulfilling their ego, and
self-esteem; covenant leaders are leaders who are already friendly and have inter-connected
traits that allow them to create an ample working relationship with their juniors based on
mutual trust, respect, and values (Pava, 2003). They mainly portray hope, trust, and love to
their followers, traits that allow them to create an organizational environment that is bound
together by a common and ethical purpose. In organizations led by covenant type of leaders,
the common and ethical purposes become more central agendas and goals. In fact, such
virtues and values are bigger and also more important than any other individual (Moisan,
2007). This in a huge way ensures that each and every follower in that organization gets the
meaning and hope of being included and valued in the organizational operations and long-
term plans.
However, while a long list of contrasting between the narcissistic leaders and
covenant leaders has been developed, and shows that there are more differences between
these two kinds of leaderships, the fact remains that regardless of the significant differences
exhibited by these two types of leaderships, to some extent they tend to share some
commonalities (Pullen & Rhodes, 2008). This can be directly revealed through a
comprehensive comparison between these two types of leadership styles. For instance, as
Pullen & Rhodes, (2008) shows, there are a good number of narcissistic leaders who have
proven to be very successful in their leadership roles. Such leaders have exhibited some
unique qualities such as being highly confidant, assertive, as well as highly driven to realize
the set organizational objectives. With such positive traits, what these leaders largely need is
a balance to keep them from allowing this nature from becoming evil and destructive.
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Given the fact that they are driven, and relentless in their endeavor for success, such
leaders tend to always have partners or assistants who help them to realize the needed
balance, or as Ong, et.al, (2015) term it, a trusted sidekick. This is exactly similar to what
covenant leaders do. They are always optimistic, positive minded and assertive towards
success. To accomplish their organizational goals, these types of leaders, similar to the
concept of trusted sidekicks, goes ahead to create a proper way to delegate duties and
responsibilities to their trusted allies and junior employees (Moisan, 2007). This serves as a
sign of giving credit to others who have shown absolute commitment to the work that the
organization is engaged into. In such a manner, covenant leaders end up building other
workers careers, simply the same way the narcissistic leaders do to their trusted sidekicks. In
the biblical concept, such an act of entrusting others with assistive roles is known as head;
which in layman terms refers to a fundament relationship that has reciprocal duties and
responsibilities for others in a relationship (Lavender, 1998).
So, overall, regardless of the fact that in many occasions the negative side of the
narcissistic leader, where he or she in the pursuit of organizational goals end up becoming
ruthless, thus showing no care for fellow employees, as well as create a collateral damage in
their wake, is mostly portrayed frequently in the literature, this doesn’t mean that they don’t
have a positive traits similar to those evident in the covenant leaders. They are largely
optimistic, confident and assertive towards organizational goals just like the covenant leaders
are, only that in some occasions they end up becoming extreme, thus making them lose
empathy, and be more sensitive to criticism.
Organization Impact of Narcissistic and Covenant Leadership
From a very conservative approach, as Ackerman, et.al, (2010) shows; the effects of
narcissistic leader can be dire in an organization. With their extreme unbearable approaches
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and behaviors, narcissistic leaders can create a working situation whereby there is a strong
feeling of us against them. This has largely been a common experience in most police
department and stations, where leaders are narcissistic, as officers tend to largely think that it
is only them. This even extends to police departments, where officers start to divide
themselves between line officers and others in the department (Pullen, & Rhodes, 2008).
Generally, under a narcissistic leader, middle management, as well as line management is
never at any occasion free to express their own opinions and feelings; this forces them to
always adhere to and comply with the commands, directions, and beliefs of their senior
leaders (Ackerman, et.al, 2010). In such a situation, then there tend to be a feeling of un-
appreciation, and generally, the followers tend to develop a deep hatred and negative feeling
against their leaders; and as a result, this ends up with a scenario of us against them.
However, the adoption of covenant leadership in an organization is different. In
fact, as literature by Guzman, (2015), shows, covenant leadership leads to an atmosphere of
trust. Under covenant leadership, a workplace environment is more conducive and ample for
each and every single employee in the organization to feel valued and accepted. This is
because, under such leadership, there are various benefits enjoyed including; the building of a
positive environment where there is promotion of common good, fostering of relationships
leading to mutual prosperity, and also a creation of synergy, emotional attachment and
support principles and liberty; activities which lead to increased social capital (Committee on
Bible Translation, 2011).
As largely discussed by Pava (2003), the covenant leadership goes beyond the basic
relationship of two or more people, and largely entails a comprehensive process that leads to
the creation of a working relationship and building of relationships on many dimensions.
Therefore, in a police department, such type of leadership will bring a significant positive
change in the way police departments interact not only (internally) with their fellow officers
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and staff members but also with the larger community and society where they are obligated to
maintain law and order. Such type of leadership will ensure that there is a valid covenant
between the police department, and the community, the police department and the city
government, and this will in the long-run lead to moral commitment with society as a whole
(Moisan, 2007). This is exactly an opposite of what narcissistic leadership will result into;
given the level of self-interest, mistrust, and detachment are the key features and the order of
the day.
Covenant Leadership Development Plan
The most critical reality that has to be acknowledged before even going ahead to
commence the whole development plan is the fact that building and implementing such a
covenant plan is never going to be a fast project. The process of building covenants, as Stein
(2013); argues ought to involve total honesty regarding negative emotions, fear, anger as well
as doubts that may exist within the system or department. Therefore, taking the time to
address the already established system of vulnerability, brokenness and loneliness will be key
since it will be the best way to allow the involved members to be open to starting building
new relations.
To start with the plan, the initial stages will entail the development of community
acceptance and building of covenant between the community and the police department. As
Pava, (2003) defines it, development of community relationship involves the comprehensive
integration of locals into the policing agendas and creating a unified environment where there
will be coordination between the department officers, and the locals towards the realization of
compatible goals. This in other terms will entail the creation of community policing
programs.
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The largest aspect of change that will be made will be emphasizing the message of
integration, and try living it. This means that irrespective of how rejected the officers for
relationships will be, the aspect of keeping faith in the whole community policing plan will
be emphasized (Moisan, 2007). This will commence by redefining a community-policing
element within the department. The redefining of community policing, and trying to show the
narcissistic leaders within the hierarchy of the department the necessity to be more inclusive
and collaborative will serve a long way in allowing for a more loose management, that will
lead to a more flexible environment (Guzman, 2015). This could be the beginning of the
positive change that will critically be needed in the department.
After stating the need for a more flexible policy towards community policing, as the
chief officer, then there will be a huge need to initiate strategic meetings with the traditional
captains on ways they can change their approaches to leadership (Brown & McKim, 2016).
Such strategic meetings will involve giving them credits for actions within their ranks, as
well as giving them educational materials on management. This way, a change of attitude
towards power and control will start taking place amongst the senior officers.
Additionally, another major change will be to start a comprehensive review of the
management style of all upper and middle level management, and in most cases, assigning
the assistants (sidekick) to those leaders who are strongly entrenched on the narcissistic
leadership style (Lavender, 1998). This will be critical in helping them achieve the needed
balance, thus keeping them under control throughout the transition period.
Apart from the above major changes, there are other smaller changes that will be
embraced to enhance a speedy and smooth transition. For instance, as the chief officer, there
will be a huge need to become more visible in regard to making regular visits to the line
officers, and the lower level supervision; as this will show a real concern for their needs
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(Brown & McKim, 2016). Additionally, there will also be a robust adoption and use of social
media in the office so as to help draw the community at large into a better relationship. Such
a platform will enhance interaction between the officers in the department and the residents.
Challenges
Being a new chief officer, there will be a number of challenges that will be expected
in all the effort of transforming managerial style of the department. For instance, the fact
being that there is a narcissistic leadership throughout all the departmental levels of
leadership; it will be a difficult thing to convince all the levels to accept and adapt to change
(Lavender, 1998). Secondly, it is known that covenant leadership always depends on the
building of relationships that normally take a long time. However, as a matter of fact, most
police chiefs tend to be regularly transferred, and this may mean that there may be limited
time to stay with the department enough to realize the needed comprehensive transition.
Success
In the long-term, all the transition efforts will result in some leaders accepting and
wanting the covenant leadership concept (Brown & McKim, 2016). So, this means after a
real effort from the chief officer, changes will begin, and though it may take time due to the
hesitation of some few leaders, in the end, the wave of change will take effect, and the
transition will be realized. This will also bring positive work atmosphere within the
department especially as it relates to morale amongst the line staff.
Conclusion
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As literature suggest, there is no single leadership style that is totally bad or good. For
instance, in many cases, narcissistic leadership style has been critiqued, but literature reveals
that when appropriately controlled, narcissistic leaders achieve immense success. While
covenant leadership may appear more appropriate, its success largely depends on the
followers, and in most cases, some followers lack the compassion to build the needed
relationships as needed in covenant leadership. Ultimately, what matters overall is the
honesty and ethics of involved individuals in any type of leadership
References
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