Considering: The Narcissistic Organization

Earlier this year while reviewing early results of my Leaving the Low-Morale Experience Organization: Treatment During Resignation Periods Data Collection Project, several qualitative data from respondents reminded me of the role of narcissism in workplace harm – and even further, I wondered “can organizations be narcissistic???”

Yes. Yes, they can.

When Tracy L. Pizzi (co-collaborator on the Treatment During Resignation Periods Data Collection Project) and I presented at this year’s Metrolina Library Association conference, we also discussed this interesting facet that seems to surface from the project’s respondents.

Let’s review the criteria for the diagnosis of narcissism/Narcissistic Personality Disorder (NPD) according to the Diagnostic and Statistical Manual of Mental Disorders, 5th ed. (DSM-IV).

• A grandiose sense of self-importance;
• Preoccupied with fantasies of unlimited success, power, brilliance, beauty, or ideal love;
• Believes that he or she is “special” and unique and can only be understood by, or should associate with, other special or high-status people (or institutions);
• Requires excessive admiration;
• Has a sense of entitlement;
• Is interpersonally exploitative;
• Lacks empathy: is unwilling to recognize or identify with the feelings and needs of others;
• Is often envious of others or believes that others are envious of him or her; and
• Shows arrogant, haughty behaviors or attitudes. (APA 2013)

When evaluating organizations, Stein (2016) asserts – and Duchon and Drake (2009) summarize that narcissistic companies embody five NPD characteristics:

• Members believe the organization is outstanding in its specialness/uniqueness, beyond general feelings of pride, but instead to/beyond the point of fantasy;
• Due to its perceived specialness, the organization perceives itself as without flaw; any power it has or can acquire already belongs to them -anything valuable outside of the organization does not exist;
• The organization perceives it is perfect and inherently owns power; it also all-knowing about itself;
• The space of all-knowing allows the organization to dismiss or condescend to other organizations, groups, people, or information that does not reflect what it already knows; and
• These perceptions are endemic and engrained in how the organization operates.

With these criteria in mind, consider these qualitative data revealed by respondents who shared how they were treated during their resignation period from a job where they experienced workplace abuse and neglect:

“My boss kept coming up with strange explanations about why I was leaving, all of which served to obfuscate the role of senior administration and their poor decision-making that created a culture of uncertainty and fear about losing once’s job at any moment.“

“My department had been losing good staff left and right but it was always spun as ‘they are leaving because of x’ and never any acknowledgement of the actual reason which was the utter chaos and dysfunction of the department and library at large. A staff member also implied I was a ‘sell out’ for leaving for a more well resourced institution.”

“I was supposed to have an exit interview where I could put it on record that I was leaving because of the toxic, low morale workplace. But although I asked for the interview, they refused to schedule it. They didn’t want something on record that contradicted the story they tell themselves and use to keep others in place.”

“Tasks were already being taken away from me by a micromanaging supervisor, but this has ramped up. I’m finishing up my last couple weeks of work with almost nothing to do. Also, coworkers who were once ‘nice’ to me are either completely ignoring me or openly hostile to me now. Ex. I smiled at a coworker and she rolled her eyes at me. I can only assume the gossip about me has continued.”

“I feel HR also played a role in my mistreatment during this time as they were uncommunicative throughout my issues I was observing after turning in my two weeks and once I completed my end of employment survey they removed me from the system entirely as an employee. I felt as though I was being thrown out of the organization and it created a deep sense of betrayal.”

These data highlight the NPD diagnostic criteria, with clear nods to stories organizations believe and spread about itself; rejection of information that doesn’t jibe with how the organization views itself; the need for the organization to ostracize or ignore “dissident” employees, malign industry competitors, and reject notions that other organizations, in this case, are more humane or salient.  The data also highlight how employment procedures (specifically, employee separation protocols) support symptoms and behaviors of organizational narcissism.

As corporatization in higher education accelerates, understanding the presence of organizational narcissism in academia will become increasingly relevant within organizational culture conversations.  Lived experiences are of prime importance, and these data should be seriously considered as  signals of organizational narcissism’s influence and impact on people working in and moving between industries and economies of postsecondary education.

Have you witnessed or been impacted by organizational narcissism? If you’ve faced workplace harm within that organization, and would like to share how you were treated during your resignation period, you’re welcome to participate in the ongoing Leaving the Low-Morale Experience Workplace: Treatment During Resignation Periods Data Collection Project.  For ongoing support, join our sibling communities at Facebook, Instagram, Threads, or Blue Sky – or, subscribe to the Renewals newsletter.

Would you benefit from research and experienced-based empathetic support during your low-morale experience recovery? Let’s set up a Connection Call!