Why Tyrants Go Too Far: Malignant Narcissism and Absolute Power

By B. Glad. 2002

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Dynamics of narcissistic leadership in organizations (2010, background): “Simulated consideration Finally, the attitude of narcissistic leaders toward those in their entourage is one of simulated consideration, which takes the form of the manipulation and exploitation of employees (Glad, 2002).”
The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “In extreme cases—Hitler, Stalin, Saddam Hussein—“malignant narcissism” is associated with hyperaggressiveness and sadistic, exploitative personal relationships (Glad, 2002).”
Executive Hubris: The Case of a Bank CEO (2013, background): “Behaviour becomes more erratic, together with an inability to meet their goals (Glad, 2002).”
Mirror, mirror on my boss’s wall: Engaged enactment’s moderating role on the relationship between perceived narcissistic supervision and work outcomes (2012, background): “In terms of specific anxiety-inducing behaviors, narcissistic leaders’ need for valuation triggers selfpromotion tactics (Hogan et al., 1990) that are often ‘deceptive, hostile, and intimidating’ (Glad, 2002: 1).”