Narcissism and Toxic Leaders
نویسنده
چکیده
PHOTO: GEN Douglas MacArthur wades ashore during initial landings at Leyte, Philippine Islands, October 1944. W WOULD A LEADER in the Army or in any organization choose to micro-manage subordinates; show a lack of respect for them; choose not to listen to or value their input; or be rude, mean-spirited, and threatening? Most leaders would not. Most people do not choose to act like this. However, it is clearly happening in the uniformed services and in society as a whole. The Army recently released a study reporting that 80 percent of the officers and NCOs polled had observed toxic leaders in action and that 20 percent had worked for a toxic leader. This problem is not new. Within the past few years, the Army has relieved two brigade commanders and a general for alleged toxic—and arguably narcissistic and abusive—behavior. A division commander who served in Baghdad during Operation Iraqi Freedom was “asked” to retire following an investigation of his leadership style and toxic command climate. Toxic leaders have been around for years and will continue to serve in all branches of our military.1 The Navy has recently relieved a number of commanders owing to toxic behavior and unhealthy command climates.2 One can argue that most, if not all, toxic leaders suffer from being narcissistic. What is a narcissistic and toxic leader? These leaders are selfish and self-serving individuals who crush the morale of subordinates and units. In the best of circumstances, subordinates endure and survive toxic leaders—then the leader or the subordinate moves, changes units, or leaves the military. However, at worst, a toxic leader devastates the espirit de corps, discipline, initiative, drive, and willing service of subordinates and the units they comprise.
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