Organizational Resistance to Destructive Narcissistic Behavior

Abstract

As destructive narcissists attain positions of power, unethical behavior ensues. Organizational identity shifts in response. As a result, unethical decisions become amplified in organizational structure and practices and embedded in technology. Little research related to how employees respond to organizational events, cost/benefit analysis of such, or the effects of negative treatment of employees by organizations is available. As persons become aware of the circumstances generated by destructive narcissistic behavior and informed about the consequences, some will resist. In this article, we provide a model illustrating factors that may give rise to such organizational resistance to destructive arrogant narcissism. © 2011 Springer Science+Business Media B.V.