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Narcissistic leadership is a leadership style in which the leader is only interested in him/herself. Their priority is themselves - at the expense of their people/group members. This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility. It is a sufficiently common leadership style that it has acquired its own name. Narcissism is most often described as unhealthy and destructive. It has been described: "narcissistic leadership (preferably destructive) is driven by unyielding arrogance, self-absorption, and a personal egotistic need for power and admiration."〔Linda L. Neider/Chester A. Schriesheim, ''The Dark Side of Management'' (2010) p. 29〕 ==Narcissism and groups== A study published in the journal ''Personality and Social Psychology Bulletin'' suggests that when a group is without a leader, a narcissist is likely to take charge. Researchers have found that people who score high in narcissism tend to take control of leaderless groups.〔(Narcissistic People Most Likely to Emerge as Leaders ) Newswise, Retrieved on October 7, 2008.〕 Freud considered "the ''narcissistic'' type... especially suited to act as a support for others, to take on the role of leaders and to... impress others as being 'personalities'.":〔Sigmund Freud, ''On Sexuality'' (PFL 7) p. 362-3〕 one reason may be that "another person's narcissism has a great attraction for those who have renounced part of their own... as if we envied them for maintaining a blissful state of mind—an unassailable libidinal position which we ourselves have since abandoned."〔Sigmund Freud, ''On Metapsychology'' (PFL 11) p. 82-3〕 According to the book ''Narcissism: Behind the Mask'', there are four basic types of leader with narcissists most commonly in type 3 although they may be in type 1:〔Thomas D Narcissism: Behind the Mask (2010) - Chapter 4 Leadership〕 # authoritarian with task oriented decision making # democratic with task oriented decision making # authoritarian with emotional decision making # democratic with emotional decision making Michael Maccoby stated that "psychoanalysts don't usually get close enough to (leaders ), especially in the workplace, to write about them."〔Maccoby M Narcissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review, (January–February), Pages 69-77 (2000) p75〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Narcissistic leadership」の詳細全文を読む スポンサード リンク
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