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Narcissistic Force Meets Systemic Resistance: The Energy Clash Model

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Sedikides, Constantine, Campbell, W. Keith·2017·Perspectives on Psychological Science
DOI 10.1177/1745691617692105
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Abstract

This article focuses on the interplay between narcissistic leaders and organizations. It attempts to capture the gist of this interplay with a model outlining the narcissistic organizational trajectory. The Energy Clash Model borrows and adapts a phase/state physics metaphor to conceptualize narcissism as a force that enters or emerges in a stable system (i.e., organization) as a leader, destabilizes it, and stabilizes it at a different state or is expelled. The model consists of three time-contingent phases: perturbation, conflict, and resolution. Narcissists create instability through waves of excitement, proposed reforms, and an inspiring vision for organization’s future ( perturbation). With the passage of time, though, systemic awareness and alertness intensify, as organizational costs—in terms of human resources and monetary losses—accrue. Narcissistic energy clashes directly with the organization ( conflict), a clash likely to restabilize the system eventually. The conflict may provoke the exit of the narcissistic leader or his or her accommodation, that is, steps or controls negotiated between the system and the leader ( resolution). Although narcissism is subject to organizational liability, narcissistic energy, when managed and directed properly, may contribute to organizational innovation and evolution. Thus, several interventions for working with narcissistic leaders are discussed.

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  • The gradual emergence of rivalry in affiliative settings can eventually damage narcissists' relationships with others.

    “The gradual emergence of rivalry in affiliative settings can eventually damage narcissists’ relationships with others (Campbell & Campbell, 2009; Sedikides & Campbell, 2017).”

    From The "Why" and "How" of Narcissism: A Process Model of Narcissistic Status Pursuit (2020) · cites this paper as Sedikides & Campbell, 2017

    In “Antipathy toward Narcissistic Leaders” (page unavailable), the paper says people form increasingly unfavorable impressions of narcissists as they get to know them, supporting the claim that relationships can worsen over time. Its discussion concerns organizational and leadership relationships; it does not identify gradually emerging rivalry in affiliative settings as the cause. (LLM, conf=0.84)

    Experimental — accuracy not yet measured

  • Narcissists have negative interpersonal characteristics, including a lack of empathy, exploitativeness, a sense of entitlement, antagonism, and egocentrism.

    “narcissists also have many negative interpersonal characteristics, such as a lack of empathy, exploitativeness, a sense of entitlement, antagonism and egocentrism (Sedikides and Campbell, 2017)”

    From Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most (2018) · cites this paper as Sedikides and Campbell, 2017

    In “Antipathy toward Narcissistic Leaders” (page not supplied), the paper says narcissists do not empathize with others and describes their low communality, self-focus, and antagonistic behavior. The passages support the general characterization, but do not establish exploitativeness or a sense of entitlement as specific traits. (LLM, conf=0.83)

    Experimental — accuracy not yet measured

  • Narcissistic individuals have positive characteristics that could make them useful for organizations in certain contexts.

    “In light of the current findings, avoiding narcissistic individuals in leadership positions might appear to be an attractive alternative, however, narcissistic individuals also have positive characteristics which could make them useful for organizations in certain contexts (Sedikides and Campbell, 2017).”

    From Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most (2018) · cites this paper as Sedikides and Campbell, 2017

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Cited by

Sorted by citations

Authors
Sedikides, C., & Campbell, W. K.
Affiliations
  • University of Southampton (GB)
  • University of Georgia (US)
Corresponding author
Sedikides, Constantine
ORCID
Venue
Perspectives on Psychological Science
Publisher
SAGE Publications
Published
2017-05
Volume
12
Issue
3
Pages
400-421
ISSN
  • 1745-6916 (ISSN-L)
  • 1745-6924
DOI
10.1177/1745691617692105
OpenAlex
W2581694218
Cited by
143
References
38
Citations by year
2026: 7 · 2025: 15 · 2024: 14 · 2023: 14 · 2022: 18 · 2021: 14 · 2020: 13 · 2019: 19 · 2018: 23 · 2017: 5
FWCI
20.35
Type
journal article
Language
en
Open access
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
  • Perspectives on Psychological Science (publishedVersion)
  • PubMed (publishedVersion)
  • ePrints Soton (University of Southampton) (acceptedVersion)
Topics
  • Social Sciences › Psychology › Clinical Psychology › Personality Traits and Psychology
  • Social Sciences › Political Science and International Relations › History, Medicine, and Leadership
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
narcissistic leaders, organizational stability, perturbations, conflict, accommodation, organizational liability, organizational innovation
MeSH terms
Awareness, Female, Humans, Leadership, Narcissism

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