Narcissist and Covenant Leadership - Essay Sample

Introduction

The concept of leadership is awash with different traits and styles, some of which overlap. Indeed, apart from fostering a pleasant work environment, the managers' traits and styles of leadership can also be very influential to the success or failure of their organizations. To most managers and supervisors, or other individuals who have the ability to promote a collaborative and a productive workplace with unique decisions and actions, it can be extremely dizzying to discover a starting point and an integrative leadership theme ranging from interpersonal to organizational contexts. This paper investigates the ideas of narcissism and covenant as the two contradicting and often overlapping leadership ideas. Narcissism which is considered to have both the bright and a dark side for instance often values individual's interest as opposed to the needs of the majority within the organization. However, the covenant leadership has had a significant impact on the history of Western leadership, particularly on the social and cultural contexts of Western organizations. Despite the overlapping ideas and concepts of both narcissistic and covenant leadership styles, understanding their contribution to organizational leadership require a comprehensive analysis in terms of meaning, leadership traits, organizational benefits as well as the pitfalls.

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Narcissistic Leadership

Understanding narcissistic leadership requires one to know the relationship between narcissism and leadership. The narcissistic personality according to Higgs (2009) is those that are obsessed with their own self-actualization, control, social standing and a place in the world. These individuals often portray a sense of self-absorption, superiority, envy, mood instability, and grandiosity, and would take actions to improve their concerns even if it is at the expense of other people. Even though this type of leadership can be toxic to organizational success as all the decisions revolve around an individual's needs, it can sometimes be extraordinarily useful and even necessary. According to Collins (2016), throughout history, leaders with narcissistic traits have emerged to inspire organizations and people for a certain future endeavor. For instance, leaders such as Mahatma Gandhi, Franklin Roosevelt are known to be the steers of social change during a time when religious, political and military propaganda dominated society. Additionally, at the beginning of the twentieth century, business leaders such as John Rockefeller, Henry Ford, and even Thomas Edison are known to have built empires and inspired their organizations by exploiting the latest technologies. There are also some leaders who were narcissistic but were considered to be geniuses, gifted with strategic minds that could find meaning and solution in risky challenges when no one else could. Even so, there is always a dark side to narcissism. As Kouzes & Posner (2006) state, narcissistic leaders can be emotionally unstable and highly distrustful, traits often expressed through arrogant attitudes, inflated self-esteem and interpersonal behavior issues. Their self-obsession, though productive sometimes, can be troubling and can negatively impact institutions or the organizations they run.

An excellent example of God's warning against narcissism to mankind is addressed in Paul's second pastoral epistle to Timothy in the Bible. At this time, Paul was wary about the characters and behaviors of leaders within the church and so warned Timothy that some people will always be loves of themselves. The Bible states, "But know this, that in the last days challenging time will come. For men will be lovers of themselves, boasters, lovers of money, brutal, despisers of good, headstrong, without self-control, lovers of pleasure rather than a lover of God, having a form of godliness but denying its power. And from such people turn away." (Version, 2017). In these verses, Paul warns Timothy of the many attributes already witnessed and associated with the narcissistic personalities everyone is aware and familiar with today.

Narcissist leaders throughout history have portrayed similar traits of self-actualization to an extent that their personal desires often blind them to rational reality, therefore are insensitive to the needs and perspectives of the majority. As with any obsession, there is an issue with image not substance and often there is a disconnect from reality. Even so today, the world is producing millions of narcissistic individuals some of whom are leaders in large organizations. Luckily, according to Rosenthal & Pittinsky (2006), all these individuals can be identified by the following narcissistic traits:

Obsession with a thought that everyone is there to serve them not the other way round which is even parallel to the teaching of the Bible in which Jesus says that a great leader in the Kingdom is the one who serves and that He did not descend to be served but serve and sacrifice his life for the good of the many.

An obsession with the perks of an organization including titles, honor, prestige, and respect without the hard work necessary for excellent results.

A tendency of putting one's needs before that of the people or the organization they serve. These leaders will financially jeopardize their organizations for the sake of individual progress.

A tendency of building relationships with those loyal while discarding the ones that confront them. They form inner circles with individuals who pander to them but would stay away from people who disagree with them.

Viewing others as objects to use for their own advantage and based on the agenda they serve instead of regarding them as human beings and children of God.

A lack of empathy towards others and uninterested in their problems. These leaders engage with their subordinates as long as it is about them, but can easily shut down emotionally when the conversation is not about them.

Lack of intimate emotional connections with others because of the lack of drive to show commitment in meeting the needs of the others. If anything happens they tend to shy away from close relationships that can demand their attention.

Most people view narcissism in a primarily negative way, yet it can be extraordinarily productive in many organizations. Indeed, everyone has dealt with narcissism at one point in their lives and as Collins (2001) states, every person has some level of narcissism in them despite their original thoughts on the subject. History also indicates that productive narcissistic leaders can be very creative and always see the bigger picture, especially in challenging environments. For instance, narcissistic leaders can be very helpful especially in a procession of organizational transition as most have the willingness to push through some crucial changes the society may deem unfit. Similarly, narcissists are known to be charmers who through their rhetoric and their willingness to take risks, can convert the majority to support engage in a positive change. Leaders such as Larry Ellison and Jack Welch are some of the examples of narcissistic but productive leaders who have the drive for success and the will to reach a new level of transformation for the society.

For some leaders, however, as in the case of Adolf Hitler, unproductivity, unpredictability, suspicion and even paranoia became evident. According to Stein (2013), the danger of narcissism is that it can turn unproductive to the organizations and the society when such leaders become unrealistic dreamers with lack of restraining anchors and self-knowledge. They come up with unrealistic dreams, visions, and schemes whose success is solely depended on an individual input. This often leads to suspicion and paranoia as they believe in an illusion that only circumstances or enemies interfere with their success.

Covenant Leadership

Most people understand the concept of covenant relationships only in the context of marriages, but in reality, it exists in just about every kind of organization today. When organizations and leaders engage in covenant leadership through the principles of covenant relationships, the results can be highly beneficial especially to the organization as a whole. According to Lingenfelter (2008), unlike usual contracts that says, 'one will do this if the other does that', covenant leadership is a reciprocal relationship between leaders and followers often based on mutual trust, commitment, motivation, and respect where both the subordinates and the leaders are willing and bound together through an understanding of life that integrates leadership, ethics and people's aspect of life. Ideally, unlike the narcissistic leadership, the purpose of covenant leadership is regarded to be more important than the needs and interests of a single individual. As Northouse (2018) indicates, a covenant leader is one who proposes a crucial relationship between leaders and their subordinates with no desire to manipulate or influence others. In particular, covenant leadership is based on organizational interactions between different individuals and an understanding that each person in the relationship has a responsibility to play for the success of the organization.

Being a leader takes discipline, determination and importantly sacrifice, just as explained in the Bible. Although excellent leadership often brings success, it can come at a greater cost of being judged or sometimes overwhelmed. The Bible speaks of different leaders and their relationship with their subordinates, and in extension warns them of the burden of leadership. It states, "Not many of you should become teachers, my fellow believers because you know that we who teach will be judged more strictly (James 4:10). The Bible also advised leaders through the book of Mathew on their relationship with other people (Bible, 1996). It says, " So in everything, do to others what you want them to do to you, for this sums up the Law and the Prophets" (Mathew 7:12).

Operating from a covenant framework sets one apart as an individual with covenant leadership traits such as reliability, trust, and higher integrity. These are all traits considered necessary for one to become an excellent leader. However, according to Pava (2015), the most important traits of a covenant leader revolves around clarity, control consistency and contentment. For instance, covenant leaders have clarity on what they stand for and would always pursue their vision even if the fogs generated by circumstances, cries or people try to obscure their vision. Similarly, covenant leaders have a real grasp and control of their vision and mission statements because they operate from a covenant point of view and their decisions do not depend on other people's actions. Additionally, covenant leaders often show traits of consistency no matter the cries or circumstances because they know their stand and always make decisions based on their values. Covenant leaders are also contented because their general satisfaction from leadership does not depend on what others do for them but from knowing they have done the right thing based on the covenant. Indeed, whether it is based on a family or an organization, covenant leadership is beneficial for both the leaders and their subordinates and the benefits it provides such as clarity, control, consistency, and contentment can only be accomplished with a covenant rather than a contractual mindset.

Organizational impact of the covenant leadership can be identified both in benefits and problems. As Ortmeier & Meese (2010) state, examining the theological and historical roots of a covenant idea allows for comprehensive use of covenantal principles in leadership which can be beneficial to an organization. For example, since covenant leadership does not embrace...