Charisma & Self-Love

Hello Mr. Brown:

I read a recent article where you made a correlation between charismatic personalities and narcissism. Do you believe that all charismatic people are narcissistic?

Phillip Roman
New Haven, CT


Dear Mr. Roman:

Thank you for your inquiry. As I have noted in previous letters, I study historical data to isolate patterns of behavior among charismatic personalities. I try to stay away from absolutes, but one of the major traits I have found with genuine charismatic personalities is a great deal of self-love. This self-love is not inherently a negative characteristic. However, it can become destructive when the charismatic person’s major drive in life is self-gratification at the exclusion of any other considerations. I would go as far as to suggest that narcissism is more pronounced within charismatic people than average individuals. I am comfortable making that sweeping generalization, because the goal of bona fide charismatic personalities is often to complete some overarching mission or crusade. Whether it is creating a new religion or designing a new sports car, the drive, intensity and passion required to complete such a task requires a certain level of self-possession and self-absorption.

In the mind of the charismatic individual, he is the only one who can bring an idea to fruition. The mission or crusade begins in the mind of the charismatic person and will not be deterred by outside influences. Such intensity requires an inner focus that often precludes external considerations. To the charismatic person, he knows more than everyone else, because he has imagined his greatness far before embarking upon his mission.

Edward Brown
Core Edge Image & Charisma Institute

The Impact of Narcissism on Charismatic Leadership: The Conclusion

Narcissists and charismatic leaders often are so commonly link, one cannot determine where one personality trait ends and the other begins. While all narcissists are not charismatic, it is believed that all charismatic leaders have some form of narcissism greater than the average individual. The hard-wiring of narcissists is highly Machiavellian in that they have “changeable” or mutable consciences. Instead of being tied to a specific method of getting things accomplished, narcissists change their minds and paradigm according to the needs of the situation. Consequently, narcissists are difficult to pigeon hole, because they adapt to a situation for the sole purpose of winning. As Vidal Gore once stated, “It’s not enough to win, the other guy has to lose.” This will to achieve is believed to stem from early childhood experiences of degradation that positioned the narcissist to excel at all cost. Lubit (2002) asserts that narcissists are inclined to leave projects unfinished once they become bored. Conversely, Fleming (N.D.) contends that charismatic leaders become inextricably tied to a project. So much so that the challenge is motivating the charismatic leader to leave or delegate power rather than remain, once the mission has been accomplished.

Charismatic narcissists are often more persistent than the average individual based on the need to achieve. This drive is a benefit for organizations in that the charismatic will stay the course until the task is accomplished or deem the challenges unwinnable. As noted earlier, the downside is the unwillingness for charismatics to leave or create a succession plan once a goal has been achieved. Evidence also suggests that charismatic narcissists will abdicate the mission or forego alliances if persisting acts contrary to their self-interest.
All in all, charismatic narcissists can be beneficial in creating an innovative, fast paced and groundbreaking environment for employees. Their “Big Picture” sentimentalities allow for individuals to feel a part of something bigger than themselves. For charismatic narcissists, accomplishing a grandiose mission becomes the driving force of their existence.

As demonstrated by musician Prince, Hitler and Stalin, the mission is so critical for vainglorious and self-aggrandizing measures, anyone who poses either a threat or ceases to be valuable will be eliminated. Charismatic narcissists are persistent in their endeavors and will unload any “baggage” at will. In their minds, they are indispensable where everyone else is expendable.

For organizations wrestling with charismatic narcissists, it is essential to weigh the pros and cons of this type of leadership. For organizations that are receding, irrelevant and complacent, charismatic narcissists can be valuable for jump starting the organization. The cautionary note is to have parameters, boundaries and oversight to the actions of charismatic narcissists. Not to have some measure of control is fodder for the charismatic narcissists to wreak havoc on the long term aspirations of the mission. Like fire, charismatic narcissists can be beneficial for building an organization or they can obliterate everyone and everything around them if left unchecked.


References

Fleming,G.(N.D.). Student leadership styles: Charismatic leadership. About.com guide. Retrieved from: http://homeworktips.about.com/od/studymethods/ss/leadership_4.htmFf

Lubit, R. (2002), ‘The Long-Term Organizational Impact of Destructively Narcissistic Managers’, Academy of Management Executive, Volume 16, Number 1, pp. 127–138.

For more information, visit: Charisma

Narcissism Fuels Passion Within Charismatics

In many respects, narcissism is the fuel that prompts charismatics to go farther than the average individual in achieving goals within and without crisis situations. Eminent psychologist Alfred Adler described this aspect of narcissism as the “Superiority Complex.” Maniacci (2007) asserts:

They see others from the vantage point of who is above—or below—whom. If they are not on top, they feel grossly inferior. Others tend to feel inadequate around them. They are overly responsible, too involved, and far too controlling. When confronted with the possibility of not being superior, these people blame, attack, and criticize others. They may be wrong, but others are more wrong than they are. They hate the notion of not having a purpose in life, and they often work too hard and far too long. Winning is everything, and they are willing to cut corners, cheat, or even hurt others if they perceive themselves as losing. Winning is not the only thing: It is everything. They are excessively concerned with their appearance, and while they often take care of their outward appearance through dressing well and superb hygiene, they often neglect their inner health, both emotionally and physically. They are far too busy achieving to be worried about such things, and after all, they are special, so they don't have to worry about diets, sleep, and their health—nothing could ever happen to them (p.138-139).

When these characteristics are exemplified within charismatics, it is often seen as “missionary zeal” and “the love and concern” for people. In actuality, people are mere pleasantries utilized to implement and bring to fruition an ultimate goal. “In advance of performance, narcissists seem to care most about attaining desirable rewards associated with meeting or exceeding performance goals, and they typically show less concern about the prospect of failing to achieve the desired goal” (Wallace, et al, 2009. P. 79). It is important to note that these vainglorious acts are cultivated by an enabling culture. Western culture, which relishes and embraces its Judeo-Christian leanings, inherently support the narcissism of individuals generally and charismatics, specifically. A tenet which espouses man being created in the image of an omnipotent God-head, by definition relegates man to a superior position. If everything is created by a superior being than how did man become the inheritor of this largesse? Man’s self-importance, through scriptural edict or ethnic domination, saw fit to find self-defining roles to pit his esteem against real or perceived adversaries. “Throughout history, the pretense of masculine superiority has had to be continually reinforced by patriarchal laws, religion, and cultural rituals and ceremonies that elevated men and made woman subservient, all too often through the application of brute power and violence. The appearance of harmony between the genders was more often the experience of subjugation by fear, male dominance followed by the submissive acts of women who had been stripped of power and status in the world” (Bitter, 2008, p.271).


Bitter. J. (2008 Fall). Reconsidering narcissism: An Adlerian-feminist response to the article in the special section of the journal of individual psychology. The Journal of Individual Psychology, vol. 64, issue 3, p. 270-279, 10p.

Maniacci, M.P. (2007 Summer). His majesty the baby: Narcissism through the lens of individual psychology. Journal of Individual Psychology. Vol. 63, Issue 2, p.136-145, 10 p.

Wallace. H.M., Ready, C.B. , and Weitenhagen, E. (2009 Jan-Mar.). Narcissism and task persistence. Self & Identity. Vol 8, Issue 1. P. 78-93, 16. Chart.

Related: Charisma

Charisma, Narcissism & Power

It is challenging to objectively demarcate the impact of narcissism on charismatic leadership, because narcissists can be very compelling and persuasive without necessarily being charismatic. The Core Edge Image & Charisma Institute defines Charisma as “The creating of perceptions that impact the mind and emotions of others through flair, finesse and glib language.” In other words, charismatic personalities utilize emotional and mental stimuli as a means of control. While they create perceptions and experiences that draw others in, they operate from biological and environmental influences. Narcissists and charismatics share similar traits including the desire for power and control. Bitter (2008) suggests “In the end, it is not self-confidence or even self-love that takes center stage: It is power, control, demanding-ness, privilege, and exploitation. Narcissism may be a part of the disorder, but it is not the disorder itself’ (p. 277). Guilfoyle (2005) suggests that charismatics emerge from early childhood experiences,” Research in the fields of leadership and social psychology offers evidence that charismatic behaviours are learned and regularly emerge from adverse early experiences. Many charismatic personalities it seems were talented children who experienced family crises and counterbalanced those early losses with self-sufficiency and a stronger sense of purpose in their lives” (para 7). Eminent philosopher Thomas Carlyle said that individuals were “hard-wired” for hero worship. That catapulting images and personalities into demigods seemed to be in the human DNA. In addition, Bitter (2008) says,” Human beings, it seems to me, do indeed absorb the dominant culture, even when a given individual may not be a privileged part of that culture” (p. 273). If Carlyle’s impressions are correct then it is reasonable for adherents to worship narcissists and by association, charismatic leaders. With the deification of narcissists, narcissists have turned the hardwiring of worshipping inwardly. As individuals look outwardly for iconic representatives, narcissists have found their hero within themselves.

References

Bitter. J. (2008 Fall). Reconsidering narcissism: An Adlerian-feminist response to the article in the special section of the journal of individual psychology. The Journal of Individual Psychology, vol. 64, issue 3, p. 270-279, 10p.

Guilfoyle, D. (2005). Charismatic communication: The importance of form. Editorialtoday.com. Retrieved from: http://www.streetdirectory.com/etoday/charismatic-comminicationthe-importance-of-form-wjecfw.html.

Prince: The Fusion of Charisma & Narcissism

An example of narcissism fused with charismatic leadership, in a nontraditional sense, is the musician Prince. Since 1977, Prince has maintained total creative control over his work including: writing, producing, singing and playing all the instruments on his recordings. Unlike many groups who begin as equal partners splitting revenue proportionally, Prince has switched out band members according to necessity. Reportedly, Prince is notorious for having a tight rein on his individual work as well as the acts he produces. There have been countless books extolling the virtues of collaborations and team building. While, Prince has worked repeatedly with some of the same artists, he shifted the big group concept of the 1960s and 1970s opting to use technology to truncate the process. Where ten to fifteen musicians used to frequent a performance, Prince used five musicians, excluding himself. Singlehandedly, Prince slashed the notion of big bands and summarily ushered in the one- man show with the big band sound. Prince showed the dispensability of artists under his tutelage as he formed different bands as he experimented with new music. Charismatic leaders find innovative means of trumpeting their mission when the number of adherents is paltry. For the charismatic narcissist, this speaks to the notion that the mission, crusade or idea is bigger than individuals. Individuals are mere means to an end and operate to bring bigger-than-life ideas to life.

Related: Charisma

Charisma, Narcissism & Sociopathy

Soon, I will release seminal report on the impact of narcissism on charismatic leadership. It may sound unusual to speak of charisma in the same vein as narcissism and sociopathy, but there are some traits that charismatic personalities exhibit that could be deemed narcissistic and sociopathic. “Sociopathy” is being devoid of a conscience or totally lacking in normal, human emotions. Dr. Martha Stout (2005) attributes this lack of emotion to a biological proclivity coupled with an environment that values individualism. Narcissism is an abnormal focus and concentration on oneself. The similarity between narcissism and sociopathy is that individuals possessing these traits respectively are eager for power, control and “winning” against individuals.

The correlation between these traits and charismatic leadership is that they typically go hand and hand. While, the average charismatic is not totally devoid of conscience, he may exhibit a form of mutable conscience; in that he will adapt his emotional barometer to fit the situation. In this sense, he may be better qualified as “amoral” rather than immoral. He is very aware and concerned about situations and people around him, but only to the extent that they serve his ultimate purposes.


References


Stout,M. (2005). The sociopath next door. New York: Broadway Books.

For more information, visit: Charisma