From narcissism to hubristic leadership

Magonyi Andreas Zsolt (2026) From narcissism to hubristic leadership. Prosperitas, early access. pp. 1-20. ISSN 2786-4359 (Online)

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Official URL: https://prosperitas.uni-bge.hu/publication/?id=284

Abstract

This study examines the leadership behaviours of Carlos Ghosn, Donald Trump, and Richard Fuld, focusing on the relationship between narcissism and hubristic leadership in periods of business turbulence. Existing scholarship, particularly Maccoby’s framework, distinguishes between productive and destructive narcissism but offers limited comparative insight into how these forms manifest across different leadership contexts. This paper addresses this gap, exploring the evolution of narcissistic traits into hubristic behaviour under conditions of power concentration and organisational stress. Using a qualitative, exploratory, comparative methodology, the study applies Maccoby’s typology to analyse leadership style, decision-making, and organisational outcomes. The findings indicate that narcissistic leadership exhibits distinct manifestations across different contexts, with varying implications for organisational outcomes. This differentiation highlights the importance of contextual factors in shaping the effects of narcissistic leadership within organisations. This study contributes to leadership research by refining the boundary between productive narcissism and hubris, offering a framework for understanding leadership risk in complex organisational environments. The results further highlight that the escalation from narcissism to hubristic leadership is facilitated by the concentration of power and weakened organisational feedback mechanisms.