Narcissistic behaviour in leadership: Awareness, impact and healthier ways forward

In high-pressure leadership environments, traits such as confidence, decisiveness and ambition are often rewarded. But when these characteristics become rigid or dominant, particularly under stress, they can tip into narcissistic behaviour – with serious consequences for individuals and organisations alike.

Bing Pisani, a Narcissistic Abuse Specialist and Trauma-Informed Coach, tells MaltaCEOs.mt that narcissistic tendencies in leadership are often less about ego and more about coping mechanisms developed in demanding professional settings.

She explains that common traits may include “a heightened need for validation, difficulty accepting feedback, a tendency to control rather than collaborate and an over-identification with status or authority.” Over time, leaders may struggle with empathy, become defensive when challenged, or prioritise image and results over people – particularly when under sustained pressure.

The organisational cost of narcissistic leadership

While narcissistic leaders may initially appear charismatic or visionary, the long-term impact on employees and workplace culture can be significant. Ms Pisani notes that even subtle behaviours can erode psychological safety, leading to anxiety, emotional exhaustion and disengagement among staff.

“When staff feel unheard, blamed or undervalued, engagement drops and trust erodes,” she says, warning that such environments often experience higher turnover and burnout. At organisational level, this can result in fear-based cultures where compliance replaces contribution, stifling innovation and honest communication.

Research supports this view. Leadership researcher Robert Buch observes that narcissistic leaders “have a tendency to overestimate their own abilities and often take risks based on this belief,” while broader studies show that although narcissists are often drawn to leadership roles, they frequently act in their own self-interest, placing others at risk.

Self-reflection as a leadership strength

Ms Pisani stresses that asking whether one displays narcissistic traits is, in itself, a positive sign. “The very act of self-reflection is a strong indicator of emotional awareness,” she explains.

Rather than focusing on labels, she encourages leaders to reflect on behavioural patterns, such as how they respond to criticism, whether they listen to understand or defend, and how comfortable they are taking responsibility for mistakes. Importantly, she highlights that effective change begins with curiosity rather than self-judgement.

Executive coaching, trauma-informed leadership training and emotional regulation skills can all help leaders develop empathy, slow reactive responses and seek feedback more openly. “Growth is always possible when accountability is paired with compassion,” she adds.

Managing a narcissistic leader

For those working under narcissistic leadership, Ms Pisani acknowledges the emotional toll such environments can take. She advises that protecting personal wellbeing must come first, with clear boundaries, factual communication and documented interactions helping to minimise harm.

Seeking support through HR, mentoring or professional guidance can provide perspective, while recognising what is – and is not – within one’s control is equally important. In some cases, organisational intervention can improve dynamics; in others, individuals may need to reassess whether the workplace aligns with their long-term wellbeing and values.

“No role should come at the cost of psychological safety,” Ms Pisani emphasises.

Ultimately, she believes that narcissistic behaviours in leadership often signal unmet emotional needs rather than deliberate harm. With greater self-awareness, regulation and support, leaders can foster healthier, more accountable cultures where both people and organisations are able to thrive.