The Productive Narcissist.

• Author: Dattner, Benjamin
• Position: Book Review

By Michael Maccoby Published by Broadway Books, New York, 299 pages, $26.95

MICHAEL MACCOBY'S new book, The Productive Narcissist: The Promise and Perils of Visionary Leadership, makes a bold argument: Narcissism isn't all bad. Not only is narcissism not all bad, narcissism can actually be highly beneficial under the right circumstances. In fact, during times of rapid and transformational change in political, social, or economic spheres, only narcissists have the necessary vision, willingness, and ability to transform organizations to meet emerging challenges.

Maccoby, who is a psychoanalyst, anthropologist, and consultant, briefly discusses historical theories of narcissism and describes how Freud began to use the term "narcissistic" in 1914. Although many people use "narcissism" interchangeably with egoism, egocentricity, or just plain bad manners, Maccoby claims that a narcissist is someone who needs to change the world, but is not willing to listen to other people as he or she endeavors to do so. Maccoby also cites other recognized criteria for narcissism: arrogance, superiority, requiring excessive admiration, having a sense of entitlement, overestimating one's abilities, and acting snobby or patronizing.

In addition to differentiating narcissists from other kinds of leaders, Maccoby distinguishes between productive narcissists and unproductive narcissists. Productive narcissists have what Maccoby terms "strategic intelligence," meaning that they have foresight, are able to take a systems perspective, have a compelling vision for the future, and are able to motivate and partner with other people to turn their vision into reality. Unproductive narcissists are likely to be carried away by grandiosity or derailed by paranoia and irrationality.

Although the focus of the book is mainly on what people can do to understand and manage their narcissistic bosses, there are also several implications that are relevant for directors and boards. In general, serving as a check and balance against a CEO's narcissism is the most important way that boards can help organizations reap the benefits of narcissistic leaders while minimizing the attendant costs and risks.

The first implication is that boards should assess (or have professionals assess) CEOs and CEO candidates in order to evaluate the degree and nature of their narcissism. Narcissism should not necessarily disqualify candidates, although recent corporate scandals and bankruptcies and the...