APA Citation
Deluga, R. (1997). Relationship among American presidential charismatic leadership, narcissism, and rated performance. *The Leadership Quarterly*, 8(1), 49-65.
Summary
Ronald Deluga examined the relationship between narcissism, charismatic leadership, and perceived effectiveness among U.S. presidents. Using historical ratings and personality assessments, he found that narcissism correlated with charismatic leadership behaviors, and both were associated with higher performance ratings. This suggests that narcissistic traits—grandiosity, confidence, vision—may contribute to effective presidential leadership, at least as historically perceived.
Why This Matters for Survivors
This research helps explain why narcissists rise to positions of power. The traits that define narcissism—grandiosity, confidence, compelling self-presentation—are also traits associated with charismatic leadership. Understanding this connection explains why narcissistic individuals often achieve leadership positions despite (or because of) their pathology.
What This Research Establishes
Narcissism correlates with charismatic leadership. Presidential narcissism was associated with charismatic leadership behaviors—the very traits that make leaders compelling also relate to narcissistic personality.
Charismatic, narcissistic presidents received higher ratings. Both narcissism and charismatic leadership correlated with historians’ assessments of presidential effectiveness. This raises questions about how we evaluate leadership.
The selection process may favor narcissism. If narcissistic traits contribute to political success, the process of becoming president may select for narcissism—leaders rise because of, not despite, their pathology.
Effectiveness ratings don’t capture full impact. Historical ratings may emphasize dramatic action over quiet competence, favoring narcissistic style over substance.
Why This Matters for Survivors
Understanding narcissistic rise to power. The narcissist who harmed you likely rose to their position through the same dynamics—charisma, confidence, and grandiosity that attracted followers before their destructive nature became apparent.
Why others followed. The people who supported the narcissist—whether family members, coworkers, or community—may have responded to charismatic qualities that correlate with narcissistic personality.
Warning signs hidden in plain sight. What appeared to be confident leadership was actually narcissistic pathology. Understanding this connection helps recognize similar patterns in the future.
Systemic enabling. The systems that elevated the narcissist—whether family dynamics, organizational culture, or political processes—may systematically favor narcissistic traits.
Clinical Implications
Help patients understand power dynamics. Patients struggling with narcissistic authority figures can benefit from understanding how these individuals achieved power.
Validate the confusion. Patients often wonder how others couldn’t see the narcissist’s true nature. Explaining how charisma and narcissism overlap helps resolve this confusion.
Assess organizational context. When patients describe toxic leadership, consider how organizational selection processes may favor narcissistic traits.
How This Research Is Used in the Book
Deluga’s research appears in chapters on narcissistic leadership:
“Ronald Deluga’s research on presidential leadership reveals an uncomfortable truth: narcissism correlates with charismatic leadership, and both correlate with perceived effectiveness. The narcissist who rose to power in your family, organization, or community followed a similar path—their grandiosity, confidence, and compelling self-presentation attracted followers. They didn’t succeed despite their narcissism; their narcissism was part of how they succeeded. Understanding this helps explain why others followed and why the narcissist’s true nature remained hidden until they had power.”
Historical Context
Published in 1997, this study applied personality psychology to presidential history, finding uncomfortable correlations between narcissism and perceived effectiveness. The research anticipated later work on narcissistic leadership in corporate and political contexts.
Further Reading
- Watts, A.L., et al. (2013). The double-edged sword of grandiose narcissism: Implications for successful and unsuccessful leadership among U.S. presidents. Psychological Science, 24(12), 2379-2389.
- Rosenthal, S.A., & Pittinsky, T.L. (2006). Narcissistic leadership. Leadership Quarterly, 17(6), 617-633.
- Post, J.M. (2004). Leaders and Their Followers in a Dangerous World. Cornell University Press.
About the Author
Ronald J. Deluga, PhD is a researcher in organizational psychology and leadership who has studied charismatic leadership, narcissism, and political psychology. His work on presidential leadership applies personality research to political effectiveness.
Historical Context
Published in 1997 in The Leadership Quarterly, this study brought together personality psychology and political history to understand what makes presidents effective. The finding that narcissism correlates with perceived effectiveness raised uncomfortable questions about leadership selection and evaluation.
Frequently Asked Questions
It's complicated. Narcissism correlates with charismatic leadership behaviors that are perceived as effective. But this may reflect what we value in leaders rather than actual effectiveness—and doesn't account for narcissism's destructive effects.
The traits that enable political success—grandiosity, confidence, charisma, risk-taking—overlap significantly with narcissistic traits. The political selection process may favor narcissistic personalities.
Historical assessments suggest several presidents rated highly for effectiveness also showed elevated narcissism. This correlation raises questions about how we define and measure leadership effectiveness.
While this study focused on perceived effectiveness, other research documents narcissistic leaders' problems: inability to listen, hypersensitivity to criticism, exploitation of followers, and decision-making driven by ego rather than evidence.
Yes. While narcissism correlates with charismatic behaviors, genuine charisma can exist alongside empathy and ethical leadership. The concerning finding is that narcissism often accompanies charisma.
The narcissist's rise to power—whether in your family, workplace, or community—may have followed similar patterns. Their confidence and charisma attracted followers; their pathology wasn't apparent until they had power.
The research suggests we often inadvertently select for narcissism. Awareness of this pattern could help organizations and voters evaluate leaders more critically, looking beyond charisma to character.
No. Similar patterns appear in corporate, religious, and community leadership. Any context that rewards charisma and confidence may elevate narcissistic individuals to positions of power.