It is often argued whether narcissistic leaders are actually competent or incompetent because ‘narcissism’ commonly perceived as a bad influence to the business. Spain et al. (2014, p. 42) described the word by associating narcissistic with grandiosity, dominance, superiority and entitlement. Freud in Gijalva and Harms (2014, p.109) explained that narcissists have an excessive self-admiration driven by their ego. Since being a leader is the same thing as being the role model in the workplace, it is important to be a leader that is competent and valuable to the business. Thus, it is important to provide an understanding of how the narcissism can turn into incompetency, how a narcissistic leader affects the organization and what is an ideal
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(2014, p.82) defined leader as someone who is responsible to direct and develop visions, then align people by communicating this vision and help them to overcome difficulties along the way. Kumar also stated that behaviour is not the only factor that determines leadership; leadership also involves collaborative relationship, which leads to collective actions between those who shared the same goal. Blake et al. (1964, p. 136) created a managerial grid that assesses the behaviors of leaders. The grid is based on behavioral dimensions such as ‘concern for people’ and ‘concern for production’. The outcome of this grid is divided into 5 different styles of leadership; Impoverished management, task management, middle-of-the-road management, country club management and team management. The researchers concluded that managers tend to perform the best when they adopt team management style of leadership because it encourages big participations and productions from the employees. Ironically, Robbins et al. (2014, p. 297) categorized narcissists as to adopt task management style since they have less concern for people and only focus on operations efficiency. Thus this is where Fiedler contingency model is introduced. This model emphasizes the importance of matching leadership style and amount of control in the situation. The textbook stated that an ideal leader must have the capability to support employees, direct and ensure that their goals are matched with the organization’s goals. Moreover, employees’ performances are positively influenced when the style adopted by the manager capable to offset shortcoming in the employee or the work setting. Good credibility is also a key criterion that an ideal leader must have. The credibility itself is divided into honesty, competence and ability to inspire employees. In order for the employees to follow someone willingly, they must ensure that the person they are following have a good credibility and worthy of their
(2014, p.82) defined leader as someone who is responsible to direct and develop visions, then align people by communicating this vision and help them to overcome difficulties along the way. Kumar also stated that behaviour is not the only factor that determines leadership; leadership also involves collaborative relationship, which leads to collective actions between those who shared the same goal. Blake et al. (1964, p. 136) created a managerial grid that assesses the behaviors of leaders. The grid is based on behavioral dimensions such as ‘concern for people’ and ‘concern for production’. The outcome of this grid is divided into 5 different styles of leadership; Impoverished management, task management, middle-of-the-road management, country club management and team management. The researchers concluded that managers tend to perform the best when they adopt team management style of leadership because it encourages big participations and productions from the employees. Ironically, Robbins et al. (2014, p. 297) categorized narcissists as to adopt task management style since they have less concern for people and only focus on operations efficiency. Thus this is where Fiedler contingency model is introduced. This model emphasizes the importance of matching leadership style and amount of control in the situation. The textbook stated that an ideal leader must have the capability to support employees, direct and ensure that their goals are matched with the organization’s goals. Moreover, employees’ performances are positively influenced when the style adopted by the manager capable to offset shortcoming in the employee or the work setting. Good credibility is also a key criterion that an ideal leader must have. The credibility itself is divided into honesty, competence and ability to inspire employees. In order for the employees to follow someone willingly, they must ensure that the person they are following have a good credibility and worthy of their