Introduction
All humans form part of the overall society, in which people interact through complex connections. This environment is multi-faceted and multi-tiered, meaning that it is subject to several variables that modify its exact properties. Many of these variables stem directly from the specific personality traits of the people who form the society. Among them, there are negative qualities that are capable of affecting interpersonal relationships and even the entire environment. Such cases are commonly referred to as toxic environments, and the notion is frequently applied to workplaces. Indeed, work occupies a considerable part of an average person’s life, accounting for a large share of daily interactions. Narcissism remains one of the most damaging traits concerning interpersonal relations and the workplace atmosphere. It is theorized that the prevalence of this quality is a major determinant of toxic environments, and this effect extends beyond professional relations. Therefore, mitigating the impact of narcissistic intentions is a major step toward a brighter, non-toxic future for personal relations.
Problem Statement
In its psychological sense, toxicity metaphorically represents the physical properties of the phenomenon that is originally implied by the term. More specifically, toxic substances exude poisonous elements that negatively affect those around them. Similarly, toxic personality traits create stress and misunderstanding that compromise the quality of interpersonal relationships. Among them, contemporary experts and researchers distinguish the so-called Dark Triad list of negative traits, in which narcissism is a prominent entry. This quality implies that the individual who possesses it is extremely self-oriented and selfish. Such people seek admiration and veneration from others, prioritizing their comfort over the interests of others. They are empowered by the overt expression of respect, and these cravings dictate their behavior, which is particularly damaging in the workplace. For example, narcissistic team members will likely attempt to ensure that they receive credit for work done at the expense of their colleagues. The effect is further amplified when narcissism is exhibited in a leadership position. Furthermore, this negative personality trait encompasses most contexts, including social gatherings, public events, and familial relationships.
Review of the Literature
In light of the profound impact of narcissism on most social interactions, the subject matter deserves additional exploration from an expert perspective. An examination of the contemporary body of academic literature reveals vivid interest paid to this phenomenon by modern researchers. Such discussions are usually in line with the concept of a Dark Triad, which appears interesting and pertinent. According to the research by Ellen et al. (2021), this concept is particularly relevant to workplace relationships. They examine two major groups of personality groups distinguished by modern psychologists. On the one hand, the Big Five is a category that comprises positive determinants: conscientiousness, agreeableness, emotional stability, openness to experience, and extraversion (Ellen et al., 2021, p. 1953). It is opposed by the negative Dark Triad, represented through Machiavellianism, narcissism, and psychopathy. Interestingly, narcissism is placed alongside overtly damaging qualities that often cause betrayal and violence. This implies that the impact of this trait on personal relationships is profound enough to form part of the Dark Triad in the eyes of psychologists.
The majority of contemporary research tends to focus on the adverse impact of negative qualities. This tendency is highlighted by Kaufman et al. (2019), who note prevalent discussions of the Dark Triad, especially in the workplace setting. While acknowledging the aforementioned Big Five framework, they also present another paradigm. The Light Triad represents three counterparts of the Dark Triad, which can be nurtured as a foundation for eradicating the latter. In their perspective, the Light Triad Comprises Kantianism, Humanism, and Faith in Humanity. Each of these distinct concepts shifts the focus of attention from the self onto the interests of others in pursuit of harmony, which is especially important in enclosed work teams. The Light Triad can be a solid reference point that describes a possible future, in which social relationships are not compromised through the prevalence of narcissism and other damaging qualities.
Researchers agree that overtly narcissistic intentions and behaviors hold increased potential for collective damage. They cause severe difficulties in personal interactions, becoming the determinants of mistrust and conflict. In confined workplaces, this implies the formation of a toxic atmosphere, in which productivity and mental comfort of other workers inevitably decline. Narcissistic group members will inevitably place other people in jeopardy if this can help them satisfy the need for acknowledgment. In some cases, the aforementioned jeopardy extends beyond mental implications and causes physical hazards, as well. This perspective is informed by Nowak et al. (2020) who explore the manifestation of the Dark Triad during the COVID-19 pandemic. People who possess one or more of these traits were less likely to comply with the safety protocol and withhold relevant information. As a result, they placed those around the at risk of COVID-19 contraction, potentially yielding lethal repercussions for co-workers and their family members. This data confirms that narcissistic behavior is far from a minor inconvenience as it combines both physical and mental complications in times of crisis.
In other words, the presence of narcissism severely complicates the nature of interpersonal relationships within a given social setting. It is generally acknowledged as one of the leading sources of psychological toxicity. However, as explained by Kjærvik and Bushman (2020), psychologists also associate this personality trait with increased aggressiveness. More specifically, their statistical analysis reveals a strong positive correlation between narcissism and both aggression and violence. This phenomenon is further aggravated by external provocations, the extent of which remains subjective. Specifically, a narcissistic individual may have a lower threshold for defining provocation, resorting to aggression when another person would not act similarly. This data is important in solidifying the status of the Dark Triad as a determinant of aggression, which is the ultimate manifestation of toxicity in the workplace and social events. Being around a person who can be rendered violent with fewer factors is a stressful experience, which damages the social environment.
As mentioned earlier, the impact of narcissism becomes more evident within social contexts that imply prolonged, repeated interactions with an individual who possesses such a trait. Moreover, as the information presented by Steffens and Haslam (2022) suggests, workplace environments reveal the full negative potential of narcissism when it is exhibited by a person in a leadership position. These researchers note that narcissism is a considerable source of bias that can permeate even the theoretical plain of workplace relationship discussions. Today, there are heated debates regarding various leadership theories that serve managers in their decision-making and strategy formation. However, the selection of a fitting model is susceptible to inherent biases that stem from narcissism. A person with such a trait is likely to favor a theory that will emphasize their status as a leader in the meaning of a superior individual that must be listened to, respected, and admired. This philosophy can hardly be practiced in light of the team’s interests. Therefore, this information suggests that leadership should be the primary target for potential interventions against narcissism-conditioned biases.
The ideas of narcissistic leadership as a detrimental phenomenon are actively discussed in the current body of literature. Kim et al. (2021) explore this tendency from the perspective of lower-ranking managers and employees. According to them, overt signs of leader narcissism contribute to the general uncertainty in the workplace. More specifically, people become less confident of their future as they consider their needs unmet and even ignored. As a result, their contribution to the company becomes depleted, combined with mental discomfort, stress, and anxiety. Since Chief Executive Officers are the main sources of the organizational culture, philosophy, and values, their failure to recognize the interests of others is likely to cause increased toxicity. This effect will then spread to other employees, destroying all signs of positive aspirations within the team.
Conclusion
Overall, narcissism is a highly negative personality trait that accounts for increased toxicity within personal relationships. It rightfully ranks on the Dark Triad list of detrimental behaviors alongside Machiavellianism and psychopathy. This trait is exhibited by people who are willing to jeopardize others in pursuit of acknowledgment, respect, and admiration. In other words, they value themselves over other people, expressing the ultimate level of selfishness. Considering the amount and contents of the contemporary literature on the subject matter, its impact is extremely strong. In the workplace, it spread toxicity, becoming the cause of conflict, aggression, and violence. To create a better social environment, the effects of narcissism should be mitigated by nurturing and promoting its positive counterparts. Importantly, this does not imply that each person should abandon their interests and aspirations for utter selflessness. Instead, there needs to be a balanced approach, in which decisions are made based on respect and compromise.
References
Ellen, B. P., Alexander, K. C., Mackey, J. D., McAllister, C. P., & Carson, J. E. (2021). Portrait of a workplace deviant: A clearer picture of the Big Five and Dark Triad as predictors of workplace deviance.Journal of Applied Psychology, 106(12), 1950-1961. Web.
Kaufman, S. B., Yaden, D. B., Hyde, E., & Tsukayama, E. (2010). The Light vs. Dark Triad of personality: Contrasting two very different profiles of human nature.Frontiers in Psychology, 10. Web.
Kim, J., Lee, H. W., Gao, H., & Johnson, R. E. (2021). When CEOs are all about themselves: Perceived CEO narcissism and middle managers’ workplace behaviors amid the COVID-19 pandemic.Journal of Applied Psychology, 106(9), 1283–1298. Web.
Kjærvik, S. L., & Bushman, B. J. (2021). The link between narcissism and aggression: A meta-analytic review. Psychological Bulletin, 147(5), 477–503. Web.
Nowak, B., Brzoska, P., Piotrowski, J., Sedikides, C., Zemojtel-Piotrowska, M., & Jonason, P. K. (2020). Adaptive and maladaptive behavior during the COVID-19 pandemic: The roles of Dark Triad traits, collective narcissism, and health beliefs.Personality and Individual Differences, 167, 110232. Web.
Steffens, N. K., & Haslam, A. S. (2022). The narcissistic appeal of leadership theories. American Psychologist, 77(2), 234–248. Web.