Part 1 Introduction: Why we're concerned about narcissistic leaders ; Welcome to the corporate reflecting pool; The best of times - Why the table is set for narcissistic leadership; Our plan of attack. Part 2 Surviving the narcissistic leader: Identifying the narcissistic leader; Beginning the identification process; Inside the house of mirrors - The narcissistic personality; Belling the cat - The behavioural profile of narcissistic leaders; Responding to manipulation and exploitation; The ends have it; Tactics used to manipulate and exploit; Countering manipulation and exploitation; Responding to impulsive and unconventional behaviour; The narcissistic leader as raging lunatic; Reacting to narcissistic rage; Responding to excessive impression management; Blowhards and braggarts; Impression management tactics - Tools of the narcissist's trade; Limiting narcissistic impression management; Responding to poor administrative practices; Why narcissistic leaders make lousy managers; Strategies for dealing with poor administrative practices; Responding to flawed visions and perceived infallibility; Visions from hell; How narcissistic leaders abuse the "visioning" process; Stopping the narcissistic visionary or at least not getting burnt; Responding to the failure to plan for succession; Is there anyone to hold the fort?; Succession - A messy mystery; Improving the succession planning picture - Keeping narcissistic leaders at bay. Part 3 Reining in the threat of narcissistic leadership: How pressures for change and faddism encourage narcissistic leadership; Making it easier for narcissistic leaders; Narcissists capitalize on the value placed on change; Fads, consultants and narcissistic leadership; Combating narcissistic change and faddism; Corporate cultures that invite and sustain the narcissist; The corporate culture as breeding ground; What the narcissist needs to succeed; What companies can do to limit narcissistic influences; Picking up the pieces - Life after the narcissist; Lost lives; Recognizing signs of mistrust and cynicism; Re-establishing trust. Part 4 Conclusion: Cain and Abel - Rediscovering both sides of narcissistic leadership; Turning the tables; The intersection of constructive narcissism and charismatic leadership; Going your own way - The search for constructive narcissism.
Dr Dean McFarlin is Professor of Management at the School of Business Administration, the University of Dayton, Ohio. He has taught courses on leadership, organisational behaviour and international management for 15 years and also consulted for many international companies. Dr Paul Sweeney is an Associate Professor of Management at the University of Central Florida, Orlando. He has taught at various universities for the past 10 years and consulted for many Fortune 500 companies.
'In a world where leadership is often idolised, Where Egos Dare makes a welcome change.' The Sunday Business Post
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