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Publication date: 1 May 1991

Jarl Jørstad

Discusses some aspects of power and powerlessness of contemporaryleaders from four different areas of experiences: psychoanalysis,therapeutic communities, Tavistock conferences on…

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Abstract

Discusses some aspects of power and powerlessness of contemporary leaders from four different areas of experiences: psychoanalysis, therapeutic communities, Tavistock conferences on group relations, and as a consultant in organisations. Some common trends of narcissism from these areas are seen and it is concluded that the importance for leaders to be able to combine rationality and emotionality, strength and weakness, and the male and female part in us – that is, to be complete human beings – is paramount.

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Leadership & Organization Development Journal, vol. 12 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 November 1996

Jarl Jørstad

Develops from the Greek myth about Narcissus and Echo some contemporary aspects of normal and pathological narcissism. Narcissism is part of a normal developmental phase and…

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Abstract

Develops from the Greek myth about Narcissus and Echo some contemporary aspects of normal and pathological narcissism. Narcissism is part of a normal developmental phase and reflects the universal need during early childhood, and later in life, to be loved and confirmed. However, there are many possibilities of being hurt in the course of this developmental phase and this experience will leave the individual with a narcissistic vulnerability. One way of handling this is to develop a pathological narcissism, the most prominent characteristics of which are: egocentricity, extreme sensitivity to criticism, strong projective tendencies, lack of empathy as well as fantasies of grandiosity, open or concealed. The need for power may be compensatory for inner powerlessness and lack of self‐esteem. A leader will be more or less influenced by the role he/ she plays and by group processes in the organization. Today’s leaders are often influenced by criticism from inside and outside and this may foster narcissistic defences. Male leaders show greater tendencies to pathological narcissism, while female leaders are more inclined to renounce their role. Some research indicates that successful female leaders have all had very good relationships with their fathers. The differences between males and females in this area revert to the Greek myth. Also questions whether some of these differences may be the result of different treatment given by mothers to sons and daughters.

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Leadership & Organization Development Journal, vol. 17 no. 6
Type: Research Article
ISSN: 0143-7739

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