Liderlikte İşlev Dışı Davranış Örüntüleri ve Patolojik Narsisizm: Psikanalitik Kuram Temelli bir Değerlendirme

Abstract

Narcissism, which is known as a type of personality structure in psychology and management sciences literature, is divided into two groups - normal and pathological level and has an important place in psychoanalytic literature. It is known that Freud, one of the earliest psychoanalytic theorists, and Object Relations and Self Theory from psychoanalytic theories provide the greatest contribution to understanding narcissism. Object Relations and Self Theories provide an important tool for understanding the inner world and the interpersonal relations of the narcissistic individual. In recent years, it has been observed that national and international studies on the effects of narcissism in organizations have increased. It is seen that narcissism is considered as a scientific and social concept and many theoretical and empirical studies have been performed. The topic of narcissism in leadership has attracted the attention of researchers from different fields such as business management, psychology and political science, and studies have been carried out to reveal the factors that constitute the dark side of leadership. In particular, the effects of leadership with pathological narcissistic symptoms on the quality of work life and organizational results have been the subject of many studies. In this study, the concept of narcissism is evaluated in the development process from the first day of its emergence to the present and a psychoanalytic based perspective is presented in explaining narcissistic leadership as a dysfunction. The review of theoretical and empirical research on pathological narcissism in leadership has been evaluated with its implications in the organizational context. It is thought that this study may have theoretical and practical contributions to the definition of behavioral disorders such as pathological narcissism, organizational intervention, improvement, counseling and change.