Key Points
The malignant narcissist differs from the benign narcissist in important ways.
The malignant narcissist tends to succeed and hurt others.
The malignant narcissist blames others for “choosing” their power or lower status.
The malignant narcissist tends to be aggressive and destructive, especially when he or she feels ignored or humiliated.
Some interesting new research documents a range of ways in which narcissists who achieve power hurt people. However, I think it is important to recognize the difference between the malignant narcissist and the more benign type. They are not the same thing. And their impact on the people around them, or under their control, is also different.
To be clear, the malignant narcissist seeks to dominate and control others with destructive and malicious intent. Harming others is part of the goal. Doing so serves their need for self-aggrandizement, often to ward off deep, unconscious insecurities. It is similar to Gore Vidal’s famous quote, “It is not enough to succeed. Others must fail.”
The benign narcissist is also self-obsessed, often to ward off deep insecurities as well. But the benign version lives inside their head, in a sense. In their own world. The “external” reality of you and me, or other people’s lives, needs, or situations doesn’t really register with them. It’s as if the other person doesn’t really exist—until they’re reminded of it. The benign narcissist is highly selfish and may manipulate and control others, but not with malicious or destructive intent. Rather, it’s just to continue feeling secure and in control of their own world, in a benign way. With these differences in mind, let’s look at some recent research that adds to what we know about the malignant narcissist’s influence. One recent study found that these people tend to succeed more easily in many organizational settings—as many people experience in their workplaces, much to their chagrin. What’s more, the narcissist’s success takes a toll on their peers, subordinates, and others in their orbit, due to their arrogance, insensitivity, and need to control and dominate. Carly Casella described this study, published in The Leadership Quarterly, in detail in Science Alert.
These narcissists, she writes, “who score higher on overconfidence, dominance, and authoritarianism, are more likely to get the CEO job.” They are known to “cause negative corporate outcomes, such as financial crime, tax evasion, less collaborative cultures, and more. Some studies have shown, for example, that narcissistic CEOs seem more willing to commit crimes for the sake of work.”
“Once in power, narcissists consolidate their position by firing anyone who challenges them,” psychologist Charles O’Reilly explains in the Stanford report. “In their place rises an epidemic of sycophants, opportunists, and enablers who are guided by self-interest and a lack of conscience. So you end up with these individualistic cultures with no teamwork and low integrity.”
This study confirms and adds to the empirical evidence we see in workplace and career counseling, as well as in psychotherapy, for men and women who find themselves dealing with the emotional impact of work-related conflicts associated with narcissistic managers and leaders.
Two other studies reveal different kinds of harmful effects of narcissists who wield power over others—both in the workplace and in personal relationships. One study, from the University of California, San Diego, looked at people who exercise power and control over others, by virtue of their position, wealth, or both. It found that they tend to blame others for perceived shortcomings or poor performance. They are not bothered by inequality, or the circumstances that underlie the less powerful. They see these people as having a “choice” in their lives. According to lead author Yidan Yin, “Compared with people with low power, people with high power are less likely to perceive others’ limitations. As a result, they attribute more blame when people make mistakes or have shortcomings. Consequently, they see the current hierarchy as more justified.” The findings come from a series of related studies, described here and published in the journal Social Psychological and Personality Science.
A third study found a strong link between this more malignant form of narcissism and direct aggression toward others. It was based on an Ohio State analysis of more than 400 separate studies from around the world. It found a strong link between narcissism, aggression, and violence. According to co-author Brad Bushman, “It’s a pretty clear message: Narcissism is a major risk factor for aggressive and violent behavior across the board.” This includes narcissism “both physical and verbal, and bullying, whether direct or indirect, directed at innocent targets,” according to lead author Sophie Kervik. “Individuals who are high in narcissism are not particularly picky about how they attack others,” she added.
