The mistakes that leaders make in the context of strategy implementation are often the result of a narcissistic behavior which denies the participation of subordinates in the strategic decision making. Narcissistic leadership refuses updating obsolete organizational knowledge, participating to team schemes and active listening, resulting in a lack of confidence from organizational members towards top management. This paper identifies narcissist leadership as a major reason of failure in strategy implementation impacting profoundly the organizational welfare.
[...] Authoritative leadership drives organizational climate and maximizes commitment to organizational goals and strategies, by allowing subordinates to understand what they are doing, while accepting that the leader has the absolute authority. Within this context, authoritative leadership has a strongly positive impact on the organization leading to successful strategy implementation. The types of narcissistic leadership The quality and intensity of narcissistic development in leadership is fundamental in the orientation of the leader (Greenberg & Mitchell, 1983). The Psychoanalytic Object Relations Theory provides three main narcissistic figures: the reactive, the self-deceptive, and the constructive narcissist leader. The reactive narcissist leader Reactive narcissistic leaders have fixation on power, status, and control. [...]
[...] Yet, successful strategy implementation necessitates leaders who can learn from their mistakes and who are honest to themselves. To that end, leaders may evaluate their past performance and plan for future action without eliminating the risk of repeating the same mistakes. Narcissistic leadership refuses to take corrective action for the sake of the organization. Correction might imply new technology, new ideas, and new knowledge. Leaders cannot afford to deny learning organizations if they really want good results. Successful strategy implementation is associated to employee motivation. [...]
[...] Today, the term is used to describe a pattern of traits and behaviors, which echo self-obsession, self-love, egoistic supremacy and ambition based on ego. Narcissists are defined as incessantly seeking and desiring attention and admiration from others, being preoccupied with dreams of power, dominance, beauty, and brilliance. They have a pompous sense of self-importance or individuality, exaggerating their special talents and achievements and demonstrating a sense of privilege without assuming reciprocal responsibilities. Narcissists expose an arrogant behavior coupled with feelings of rage, disobedience, dishonor, and disgrace when their self- esteem is threatened of contradicted. [...]
[...] They require the help of other organizational members and they accept advice and consultation to meet organizational vision. Despite the fact that the ultimate decision is their responsibility, constructive narcissist leaders are inspirational in regards to human development and the mental shift of organizational culture towards a new perspective. Narcissistic Leadership and Strategy Implementation Reviewing the characteristics of narcissist leadership it is reasonable to presume that the behavior of narcissistic leaders impacts organizational performance profoundly. Organizational studies hold that there is association between narcissistic leadership and failure of strategy implementation (Zaleznik, 1993). [...]
[...] The typical expression at workplace quit for my supervisor, not for my insinuates that employees may love their tasks but they cannot perform properly under oppressive leadership patterns. Within this contest, unproductive, infertile and narcissist leaders are unlikely to contribute in successful strategy implementation because organizational members do not derive job satisfaction. Consequently, the organization does not grow. Instead, even financial prosperity may be at stake. Conclusions Leaders should think Win-Win. They should be dedicated to the approaches that would ensure mutual benefits for the organization, and the organizational members. [...]
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