TradeBriefs Editorial

From the Editor's Desk

Tapping into the power of humble narcissism

No, "humble narcissism" is not an oxymoron; it's a combination of qualities that the best leaders and companies have. Organizational psychologist Adam Grant explains why.

Who would you rather work for: a narcissistic leader or a humble leader?

The answer is more complicated than you think.

In a Fortune 100 company, researchers studied whether customer service employees were more productive under narcissistic or humble leaders. The least effective bosses were narcissists - their employees were more likely to spend time surfing the Internet and taking long breaks. Employees with humble bosses were a bit more productive: they fielded more customer service calls and took fewer breaks. But the best leaders weren't humble or narcissistic.

They were humble narcissists.

How can you be narcissistic and humble at the same time? The two qualities sound like opposites, but they can go hand in hand. Narcissists believe they're special and superior; humble leaders know they're fallible and flawed. Humble narcissists bring the best of both worlds: they have bold visions, but they're also willing to acknowledge their weaknesses and learn from their mistakes.

Continued here


TradeBriefs: What's important, not just what's popular!

Advertisers of the day

Emeritus: PG Diploma in Innovation & Design Thinking online program | Accepting applications

Emeritus : PG Diploma in Digital Marketing Strategies in collaboration with Columbia Business School Executive Education | Apply

Our advertisers help fund the daily operations of TradeBriefs. We request you to accept our promotional emails.

You are here: Home Opinion Tapping into the power of humble narcissism