Last updated on September 3rd, 2024 at 03:20 am

• Identifying Narcissistic Traits in Leadership Candidates
• Red Flags During The Hiring And Promotion Process
• Excessive Self-promotion
• Lack Of Empathy
• Difficulty Accepting Criticism
• Grandiose Vision Without Realistic Plans
• Entitlement And Unrealistic Expectations
• Charisma Without Substance
• Lack Of Accountability
• Disregard For Company Culture And Values
• Overemphasis On Status And Image
• Difficulty Collaborating Or Sharing Credit
• Ethical Compromises and Decision-Making Flaws
• Disregard for Rules and Regulations
• Prioritizing Personal Gain Over Company Interests
• Impaired Risk Assessment
• Resistance to Feedback and Advice
• Manipulation of Information
• Impact on Team Morale and Organizational Culture
• Decreased Employee Satisfaction and Engagement
• Increased Workplace Stress and Burnout
• Suppression of Creativity and Innovation
• Erosion of Trust and Collaboration
• Negative Impact on Diversity and Inclusion
• Creation of a Culture of Fear
• Long-term Consequences for Companies and Institutions
• Financial Performance
• Reputation Damage
• Legal and Regulatory Consequences
• Talent Drain
• Reduced Adaptability and Innovation
• Erosion of Organizational Values and Ethics
• Decreased Organizational Resilience
• Impact on Stakeholder Relationships
• Long-term Cultural Impact
• Succession Planning Challenges
• Balancing Confidence With Humility In Leadership
• Confidence Rooted In Competence
• Willingness To Admit Mistakes And Learn From Them
• Appreciation For Diverse Perspectives
• Focus On Team Success Rather Than Personal Glory
• Openness To Feedback And Continuous Improvement
• The importance of emotional intelligence in executives
• Self-Awareness
• Empathy
• Social skills
• Self-Regulation
• Motivation
• Assessing Emotional Intelligence In Leadership Candidates
• 1. Behavioral Interview Questions
• 2. Emotional Intelligence Assessments
• 3. Reference Checks
• 4. Simulations Or Role-playing Exercises
• 5. 360-degree Feedback
• Thank You For Reading. Did this first part pique your interest? There’s so much more to explore! We’ve only scratched the surface of how narcissism is impacting our world.
• Ready For More? Click Here To Read Other Parts!

The gleaming facade of charismatic leadership often masks a more insidious reality: the narcissistic leader who charms, manipulates, and ultimately devastates organizations from within. While narcissism has long been recognized as a personality trait, its prevalence in corporate and political spheres has reached epidemic proportions in recent decades.

This surge of self-aggrandizing figureheads presents a paradox – their magnetic personalities and grandiose visions initially galvanize followers, but their toxic behaviors inevitably corrode the very foundations they claim to strengthen.

Consider the case of Theranos founder Elizabeth Holmes, whose mesmerizing persona and audacious promises of revolutionary blood-testing technology seduced investors and media alike.

Her narcissistic drive propelled the company to a $9 billion valuation before its spectacular implosion, leaving a wake of shattered dreams and depleted resources. Similarly, the autocratic reign of Uber’s Travis Kalanick exemplifies how narcissistic leaders can foster a culture of ethical bankruptcy while projecting an image of disruptive innovation.

This epidemic extends beyond the business world, permeating politics, academia, and even non-profit organizations. The narcissistic leader’s playbook – gaslighting critics, demanding unwavering loyalty, and prioritizing image over substance – repeats across sectors with alarming consistency.

As we navigate an era of unprecedented connectivity and personal branding, the allure of narcissistic figureheads poses a grave threat to organizational health and societal progress. This exploration delves into the seductive tactics employed by these leaders and the lasting damage they inflict on institutions and individuals alike.

Identifying Narcissistic Traits in Leadership Candidates

When it comes to selecting leaders for an organization, it’s crucial to be able to spot narcissistic traits that could potentially harm the company’s culture and performance. Here, we’ll explore the red flags to watch out for during the hiring and promotion process, how to balance confidence with humility in leadership, and the vital role of emotional intelligence in executives.

Red Flags During The Hiring And Promotion Process

Excessive Self-promotion

One of the most obvious signs of narcissism in leadership candidates is their tendency to excessively promote themselves. While it’s normal for candidates to highlight their achievements, narcissists often take this to an extreme.

Example: During an interview, a candidate might spend an inordinate amount of time talking about their personal accomplishments without acknowledging the contributions of their team members or mentors.

Statistic: A study published in the Journal of Applied Psychology found that narcissistic individuals were 29% more likely to engage in self-promotion during job interviews compared to non-narcissistic individuals.

Lack Of Empathy

Narcissistic leaders often struggle to empathize with others, which can be evident even during the hiring process. They may show little interest in understanding the perspectives or feelings of others, including potential colleagues or subordinates.

Example: When asked about how they would handle a conflict between team members, a narcissistic candidate might focus solely on asserting their authority rather than considering the feelings and needs of the individuals involved.

Statistic: Research published in the Personality and Social Psychology Bulletin reveals that individuals high in narcissism score 30% lower on empathy tests compared to those with lower narcissism levels.

Difficulty Accepting Criticism

Narcissists typically have a hard time accepting criticism or feedback, even when it’s constructive. This trait can be observed during the hiring process through their reactions to challenging questions or scenarios.

Example: If asked about a past failure or mistake, a narcissistic candidate might become defensive, blame others, or refuse to acknowledge any personal shortcomings.

Statistic: A study in the Journal of Management found that narcissistic leaders were 45% less likely to seek or accept feedback from subordinates compared to non-narcissistic leaders.

Grandiose Vision Without Realistic Plans

While visionary thinking can be an asset in leadership, narcissists often present grandiose ideas without realistic plans for implementation. They may be more focused on the glory of their vision than the practical steps needed to achieve it.

Example: A candidate might propose ambitious growth targets for the company without considering current market conditions, available resources, or potential obstacles.

Statistic: Research published in the Strategic Management Journal indicates that companies led by highly narcissistic CEOs experience 25% more volatility in performance compared to those led by less narcissistic CEOs.

Entitlement And Unrealistic Expectations

Narcissistic leadership candidates often display a sense of entitlement and have unrealistic expectations about their role, compensation, or authority within the organization.

Example: A candidate might demand an unusually high salary, extensive perks, or an inflated job title that doesn’t align with industry standards or the company’s structure.

Statistic: A survey by the Society for Human Resource Management found that 82% of HR professionals reported dealing with entitled job candidates, with 35% saying it’s a significant problem in their hiring process.

Charisma Without Substance

Narcissists can be incredibly charming and charismatic, which can be misleading during the hiring process. It’s important to look beyond surface-level charm and assess the candidate’s actual qualifications and track record.

Example: A candidate might use flattery, humor, and personal anecdotes to build rapport with interviewers while avoiding substantive discussions about their skills and experience.

Statistic: Research in the Leadership Quarterly journal shows that while narcissistic leaders are often perceived as charismatic initially, this perception declines by an average of 28% after prolonged exposure.

Lack Of Accountability

Narcissistic leaders often struggle with taking responsibility for their actions or decisions. This trait can manifest during the hiring process in how they discuss past experiences and challenges.

Example: When asked about a project that didn’t meet its goals, a narcissistic candidate might solely blame external factors or team members rather than acknowledging any personal missteps.

Statistic: A study in the Journal of Business Ethics found that companies led by narcissistic CEOs were 37% more likely to engage in earnings management practices, indicating a lack of accountability in financial reporting.

Disregard For Company Culture And Values

Narcissistic candidates may show little interest in or respect for the existing company culture and values, instead focusing on how they would reshape the organization according to their own vision.

Example: A candidate might dismiss or criticize the company’s current practices without fully understanding their rationale or historical context.

Statistic: According to a survey by Deloitte, 94% of executives and 88% of employees believe a distinct corporate culture is important to a business’s success. Narcissistic leaders who disregard this can significantly impact employee engagement and retention.

Overemphasis On Status And Image

Narcissistic leaders often place excessive importance on status symbols and maintaining a certain image. This can be evident in their focus on superficial aspects of the job rather than its core responsibilities.

Example: A candidate might be more concerned about the size of their office or the prestige of their title than the actual duties and challenges of the role.

Statistic: A study in the Journal of Business and Psychology found that narcissistic leaders spend on average 29% more on status-related expenses (e.g., luxury office furnishings, company cars) compared to non-narcissistic leaders.

Difficulty Collaborating Or Sharing Credit

Narcissistic leaders often struggle with genuine collaboration and may have a history of taking credit for others’ work. This can be observed in how they describe their past achievements and team dynamics.

Example: When discussing successful projects, a narcissistic candidate might consistently use “I” instead of “we,” minimizing the contributions of team members.

Statistic: Research published in the Journal of Applied Psychology shows that teams led by narcissistic leaders report 23% lower levels of collaboration and information sharing compared to teams with less narcissistic leaders.

Ethical Compromises and Decision-Making Flaws

Narcissistic leaders often struggle with maintaining ethical standards and making sound decisions. Their inflated sense of self-importance and belief in their own superiority can lead to a range of problematic behaviors and choices.

Disregard for Rules and Regulations

Narcissistic leaders often believe that rules don’t apply to them. This can lead to serious ethical breaches and legal issues. For example:

• A study by Duchon and Drake (2009) found that narcissistic CEOs were more likely to engage in accounting irregularities and financial misreporting.
• In 2015, Volkswagen’s emissions scandal was attributed in part to a culture of arrogance and disregard for environmental regulations, fostered by narcissistic leadership.

Prioritizing Personal Gain Over Company Interests

Narcissistic leaders often make decisions that benefit themselves at the expense of their organization. This can manifest in various ways:

• Excessive executive compensation: A 2016 study by O’Reilly et al. found that narcissistic CEOs received higher total compensation, more money relative to the second-highest paid executive, and larger discrepancies between their pay and other top management team members.
• Short-term thinking: Narcissistic leaders may prioritize quick wins that boost their personal reputation over long-term sustainable growth.

Impaired Risk Assessment

The overconfidence of narcissistic leaders can lead to poor risk assessment and reckless decision-making:

• A 2018 study by Buyl et al. found that firms led by narcissistic CEOs engaged in more aggressive tax avoidance strategies, potentially exposing their companies to greater legal and financial risks.
• The 2008 financial crisis was partly attributed to the reckless risk-taking of narcissistic leaders in the banking sector.

Resistance to Feedback and Advice

Narcissistic leaders often dismiss or ignore advice from others, leading to flawed decision-making:

• A study by Chatterjee and Hambrick (2007) found that narcissistic CEOs were less likely to seek or listen to advice from their board of directors.
• This can result in missed opportunities and costly mistakes. For instance, Kodak’s failure to adapt to digital photography has been attributed in part to leadership’s dismissal of warnings from lower-level employees.

Manipulation of Information

Narcissistic leaders may distort or withhold information to maintain their image and power:

• They might exaggerate successes and downplay failures in reports to stakeholders.
• They may create an echo chamber by surrounding themselves with yes-men, leading to poor decision-making based on incomplete or inaccurate information.

Impact on Team Morale and Organizational Culture

The presence of a narcissistic leader can have profound effects on team dynamics and the overall organizational culture. These impacts can be far-reaching and long-lasting.

Decreased Employee Satisfaction and Engagement

Narcissistic leaders often create a toxic work environment that leads to decreased job satisfaction and engagement:

• A 2017 study by Nevicka et al. found that employees working under narcissistic leaders reported lower job satisfaction and higher intentions to quit.
• The constant need for admiration and lack of empathy displayed by narcissistic leaders can leave employees feeling undervalued and unappreciated.

Increased Workplace Stress and Burnout

The demanding and often unrealistic expectations of narcissistic leaders can lead to increased stress and burnout among employees:

• A 2019 study by Sedikides et al. found that subordinates of narcissistic leaders experienced higher levels of emotional exhaustion and work-related stress.
• This can lead to increased absenteeism and turnover. For example, Amazon faced criticism for its high-pressure work culture under Jeff Bezos’ leadership, with reports of employees crying at their desks.

Suppression of Creativity and Innovation

Narcissistic leaders often stifle creativity and innovation by:

• Dismissing ideas that aren’t their own
• Creating a fear-based culture where employees are afraid to take risks or suggest new ideas
• Hogging the spotlight, which discourages others from stepping up

This can lead to missed opportunities and a lack of adaptability in the face of changing market conditions.

Erosion of Trust and Collaboration

Narcissistic leaders often create a competitive, every-man-for-himself culture that erodes trust and hinders collaboration:

• They may pit employees against each other, fostering a toxic competitive environment.
• This lack of trust can lead to information hoarding and reduced cooperation, ultimately harming the organization’s overall performance.

Negative Impact on Diversity and Inclusion

Narcissistic leaders often struggle with embracing diversity and fostering an inclusive environment:

• They may surround themselves with people who think and act like them, leading to a lack of diverse perspectives.
• This can result in a homogeneous culture that fails to leverage the benefits of diversity, such as increased innovation and better decision-making.

Creation of a Culture of Fear

Narcissistic leaders often rule through fear and intimidation:

• Employees may be afraid to speak up about problems or challenge the leader’s decisions.
• This can lead to a culture of silence where issues go unaddressed and potential solutions remain unexplored.

Long-term Consequences for Companies and Institutions

The negative impacts of narcissistic leadership can have severe and lasting consequences for organizations. These effects often compound over time, leading to significant long-term damage.

Financial Performance

While narcissistic leaders might bring short-term gains, their leadership often leads to long-term financial decline:

• A 2013 study by Chatterjee and Hambrick found that companies led by narcissistic CEOs experienced greater fluctuations in performance over time.
• The study showed that while these companies might have periods of high performance, they also experienced more extreme lows, leading to overall instability.

Reputation Damage

The unethical behavior and poor decision-making of narcissistic leaders can severely damage an organization’s reputation:

• Wells Fargo’s fake account scandal, attributed in part to narcissistic leadership, led to a significant loss of customer trust and a tarnished brand image.
• Such reputation damage can have long-lasting effects on customer loyalty, partnerships, and the ability to attract top talent.

Legal and Regulatory Consequences

The tendency of narcissistic leaders to disregard rules and regulations can lead to serious legal and regulatory issues:

• Enron’s collapse in 2001 was a result of widespread fraud and corruption, facilitated by narcissistic leadership that believed it was above the law.
• Such legal issues can result in hefty fines, legal battles, and in extreme cases, the dissolution of the company.

Talent Drain

The toxic work environment created by narcissistic leaders often leads to a loss of valuable employees:

• High turnover rates can result in a loss of institutional knowledge and expertise.
• The organization may struggle to attract top talent due to its negative reputation, further hampering its ability to innovate and compete.

Reduced Adaptability and Innovation

The suppression of creativity and diverse thinking under narcissistic leadership can make organizations less adaptable to change:

• Kodak’s failure to adapt to the digital photography revolution is a classic example of how narcissistic leadership can blind an organization to changing market conditions.
• This lack of adaptability can lead to obsolescence in rapidly changing industries.

Erosion of Organizational Values and Ethics

Over time, narcissistic leadership can erode the core values and ethical standards of an organization:

• This can lead to a culture of moral disengagement, where unethical behavior becomes normalized.
• Once established, such a culture can be extremely difficult to change, even after the narcissistic leader has left.

Decreased Organizational Resilience

The centralization of power and decision-making under a narcissistic leader can decrease an organization’s overall resilience:

• When the organization becomes overly dependent on a single leader, it may struggle to function effectively in their absence.
• This lack of resilience can make the organization vulnerable to crises and unexpected changes.

Impact on Stakeholder Relationships

Narcissistic leadership can damage relationships with various stakeholders:

• Investors may lose confidence due to erratic performance and ethical concerns.
• Suppliers and partners may be alienated by the leader’s arrogant or manipulative behavior.
• Community relations may suffer due to the organization’s perceived lack of social responsibility.

Long-term Cultural Impact

The effects of narcissistic leadership can linger long after the leader has left:

• Employees who have been exposed to narcissistic leadership may internalize some of these toxic behaviors, perpetuating the cycle.
• It can take years of concerted effort to reshape an organizational culture that has been warped by narcissistic leadership.

Succession Planning Challenges

Narcissistic leaders often fail to develop strong succession plans:

• They may view potential successors as threats and actively undermine their development.
• This can leave the organization vulnerable during leadership transitions.

Balancing Confidence With Humility In Leadership

While narcissistic traits can be detrimental to effective leadership, it’s important to recognize that some level of confidence is necessary for leaders to inspire and motivate their teams. The key is to find candidates who can balance self-assurance with humility. Here are some ways to identify this balance:

Confidence Rooted In Competence

Look for candidates who demonstrate confidence based on their skills, experience, and achievements rather than an inflated sense of self-worth.

Example: A candidate might confidently describe their expertise in a particular area while also expressing eagerness to learn from others in the organization.

Statistic: A study in the Journal of Personality and Social Psychology found that leaders who displayed confidence based on competence were rated 42% more effective by their subordinates compared to those whose confidence seemed unwarranted.

Willingness To Admit Mistakes And Learn From Them

Candidates who can openly discuss past failures and the lessons they’ve learned demonstrate a healthy balance of confidence and humility.

Example: A candidate might share a story about a project that didn’t go as planned, focusing on what they learned and how they applied those lessons to future successes.

Statistic: According to a survey by Zenger Folkman, leaders who were rated in the top 10% in their ability to admit mistakes were also rated in the 83rd percentile in overall leadership effectiveness.

Appreciation For Diverse Perspectives

Leaders who balance confidence with humility recognize the value of diverse viewpoints and actively seek input from others.

Example: During the interview process, a candidate might ask thoughtful questions about the team they would be leading and express genuine interest in learning from their potential colleagues.

Statistic: A study by McKinsey & Company found that companies with more diverse leadership teams were 33% more likely to outperform their competitors in terms of profitability.

Focus On Team Success Rather Than Personal Glory

Look for candidates who emphasize collective achievements and show genuine enthusiasm for developing and supporting their team members.

Example: When discussing past successes, a balanced leader might highlight specific contributions of team members and express pride in their growth and accomplishments.

Statistic: Research published in the Journal of Business Ethics shows that teams led by humble leaders report 25% higher levels of psychological safety and are 20% more likely to report high job satisfaction.

Openness To Feedback And Continuous Improvement

Candidates who demonstrate a commitment to personal growth and actively seek feedback show a healthy balance of confidence and humility.

Example: A candidate might describe their approach to soliciting and implementing feedback from subordinates, peers, and superiors.

Statistic: A study by Leadership IQ found that employees who say their leader is always open to feedback are 12 times more likely to recommend their company as a great employer.

The importance of emotional intelligence in executives

Emotional intelligence (EI) is a crucial factor in effective leadership, particularly as an antidote to narcissistic tendencies. Here’s why EI matters and how to assess it in leadership candidates:

Self-Awareness

Leaders with high emotional intelligence have a clear understanding of their own emotions, strengths, and weaknesses.

Example: During the interview process, a candidate with high EI might openly discuss areas where they’re working to improve, demonstrating self-awareness and a commitment to growth.

Statistic: Research by TalentSmart found that 90% of top performers are high in emotional intelligence, compared to only 20% of bottom performers.

Empathy

Emotionally intelligent leaders can understand and relate to the feelings and perspectives of others, which is crucial for building strong teams and relationships.

Example: When presented with a hypothetical scenario involving team conflict, a candidate with high EI might demonstrate the ability to consider multiple perspectives and propose solutions that address everyone’s concerns.

Statistic: A study published in the Journal of Applied Psychology found that leaders with high levels of empathy had subordinates who reported 27% higher job satisfaction and 33% higher organizational commitment.

Social skills

Leaders with strong emotional intelligence excel at building and maintaining relationships, which is essential for effective leadership.

Example: During the hiring process, candidates with high EI might demonstrate strong interpersonal skills by building rapport with interviewers, asking insightful questions, and showing genuine interest in the organization and its people.

Statistic: According to research by the Center for Creative Leadership, 75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems, unsatisfactory team leadership during times of difficulty or conflict, or inability to adapt to change or elicit trust.

Self-Regulation

Emotionally intelligent leaders can manage their emotions effectively, maintaining composure under pressure and adapting to changing situations.

Example: When faced with challenging or unexpected questions during the interview process, a candidate with high EI might remain calm and thoughtful in their responses, rather than becoming defensive or flustered.

Statistic: A study in the International Journal of Selection and Assessment found that leaders with high emotional self-regulation were rated as 38% more effective by their subordinates compared to those with low emotional self-regulation.

Motivation

Leaders with high EI are often intrinsically motivated, driven by factors beyond external rewards or recognition.

Example: When discussing their career goals, a candidate with high EI might focus on the impact they hope to make or the challenges they want to tackle, rather than solely on personal advancement or status.

Statistic: Research published in the Journal of Occupational and Organizational Psychology shows that leaders with high intrinsic motivation scores were associated with 23% higher employee engagement levels in their teams.

Assessing Emotional Intelligence In Leadership Candidates

To evaluate emotional intelligence in potential leaders, consider incorporating the following strategies into your hiring process:

1. Behavioral Interview Questions

Use questions that probe for emotional intelligence competencies, such as:

• “Can you describe a time when you had to manage a conflict within your team? How did you approach it?”
• “Tell me about a situation where you had to adapt your leadership style to work with someone very different from you.”

2. Emotional Intelligence Assessments

Consider using validated EI assessment tools, such as the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) or the Emotional and Social Competency Inventory (ESCI).

Statistic: A meta-analysis published in the Journal of Applied Psychology found that EI assessments had an average predictive validity of 0.47 for job performance, indicating a strong relationship between EI scores and on-the-job success.

3. Reference Checks

When checking references, ask specific questions about the candidate’s emotional intelligence competencies, such as their ability to handle stress, navigate conflicts, or build relationships.

4. Simulations Or Role-playing Exercises

Create scenarios that test a candidate’s ability to handle emotionally charged situations or demonstrate empathy and social skills.

5. 360-degree Feedback

For internal candidates or those with substantial work history, consider gathering feedback from peers, subordinates, and supervisors to gain a comprehensive view of their emotional intelligence in action.

Statistic: A study by the Aberdeen Group found that organizations using 360-degree feedback as part of their leadership development programs saw a 24% improvement in employee engagement scores.

Thank You For Reading. Did this first part pique your interest? There’s so much more to explore! We’ve only scratched the surface of how narcissism is impacting our world.

Continue your journey through all 26 parts of this series to gain a comprehensive understanding on the bigger picture.

Each part builds on the last, providing you with a nuanced and thorough exploration of this complex issue. Don’t miss out on the full picture.

Ready For More? Click Here To Read Other Parts!

The Narcissism Epidemic: How Self-Obsession Is Reshaping Society Part 1

The Narcissism Epidemic: Why Younger Generations More Narcissistic? Part 2

The Narcissism Epidemic: How Technology Is Fueling the Flames of Narcissism Part 3

The Narcissism Epidemic: Navigating Narcissism at Workplace Part 4

The Narcissism Epidemic: The Impact of Narcissistic Leadership on Company Culture Part 5

The Narcissism Epidemic: Fame, Fandom, and Celebrity Culture Part 6

The Narcissism Epidemic: How Media Cultivates Celebrity Worship Part 7

The Narcissism Epidemic: The Impact of Celebrity Narcissism on Society Part 8

The Narcissism Epidemic: How Social Media Feeds Your Inner Narcissist Part 9

The Narcissism Epidemic: Social Media and Self-Obsession Part 10

The Narcissism Epidemic: The Dark Side of Social Media Validation Part 11

The Narcissism Epidemic: When Parents’ Self-Absorption Affects Their Children Part 12

The Narcissism Epidemic: The Effects of Narcissistic Parenting on Children Part 13

The Narcissism Epidemic in Leadership: Brilliance or Tyranny? Uncover the Paradox Part 14

The Narcissism Epidemic: The Dark Side of Narcissistic Leadership Part 15

The Narcissism Epidemic: The Dark Side of Internet Fame: From Influence to Ego Part 16

The Narcissism Epidemic: The Role of Social Media Influencers in Promoting Narcissism Part 17

The Narcissism Epidemic: The Influencer-Narcissism Connection Exposed Part 18

The Narcissism Epidemic: How Does Narcissism Fuel (or Hinder) Artistic Genius? Part 19

The Narcissism Epidemic: The Impact of Narcissism on Artistic Process Part 20

The Narcissism Epidemic: When Artist Egos Overshadow Their Work Part 21

The Narcissism Epidemic: The Dark Side of Charismatic Politicians Part 22

The Narcissism Epidemic in Politics: When Ego Drives Policy Part 23

The Narcissism Epidemic: The Impact of Narcissistic Leadership on Governance Part 24

The Narcissism Epidemic of Economics: Consumerism and Self-Image Part 25

The Narcissism Epidemic: The Impact of Narcissism on Individuals and Society Part 26