Leadership is often viewed through a moral lens, where empathy, humility, and selflessness are seen as ideal qualities. Yet, many highly successful leaders—especially in business, politics, and entertainment—display traits commonly associated with narcissism: a grandiose sense of self-importance, a craving for admiration, and a lack of genuine concern for others. These characteristics stand in stark contrast to the traits that define empathetic leadership, such as emotional intelligence, active listening, and compassion.
But here’s the intriguing question: Can narcissistic leaders also be empathetic leaders? Can individuals who seem to thrive on self-promotion, dominance, and self-interest still harness empathy as part of their leadership toolkit? To answer this, we need to first break down what we mean by narcissism, empathy, and leadership, and explore the ways in which these traits intersect—or clash.
Understanding Narcissism: A Double-Edged Sword
Narcissism isn’t necessarily a black-and-white trait. While extreme narcissism—diagnosed as Narcissistic Personality Disorder (NPD)—is characterized by an inflated sense of self, lack of empathy, and manipulative tendencies, most people fall somewhere on a narcissism spectrum. Research shows that narcissistic traits exist on a continuum, ranging from mild self-confidence to full-blown narcissistic personality disorder. On the milder end, narcissism can be adaptive, helping individuals achieve success, take risks, and project confidence. On the more extreme end, it can be destructive, leading to toxic work environments, broken relationships, and ethical failures.
Leadership and narcissism often overlap, particularly in high-pressure environments where boldness, self-assuredness, and risk-taking are rewarded. Narcissistic leaders tend to have an exaggerated belief in their own abilities and vision, which can inspire followers. In fact, some research suggests that narcissists are more likely to ascend to leadership positions precisely because they project strength and confidence. A study published in Psychological Science found that people often confuse narcissistic self-confidence with actual competence, leading narcissistic individuals to be chosen for leadership roles over more humble candidates.
But narcissism has a downside. Narcissistic leaders can be overly concerned with their own image and power, leading to a lack of concern for the welfare of others. This is where empathy—or the lack thereof—becomes a critical point of tension.
Empathy: The Cornerstone of Ethical Leadership
Empathy is the ability to understand and share the feelings of others. In leadership, it manifests as emotional intelligence, active listening, and a genuine concern for the well-being of subordinates and colleagues. Empathetic leaders are often seen as better communicators, more trusted, and more effective at building collaborative teams. A 2019 study from the Center for Creative Leadership found that leaders who practice empathy create more engaged and productive teams, and are generally more successful at navigating complex organizational dynamics.
Empathy allows leaders to connect with their teams on a human level. It fosters a culture of psychological safety, where employees feel valued, heard, and understood. It’s the antidote to the authoritarian, top-down leadership style often associated with narcissistic leaders. But here’s the catch: empathy and narcissism are often at odds with each other. Narcissism is largely about self-focus, while empathy requires an other-focus.
The Paradox of Narcissistic Leadership: Can Narcissists Be Empathetic?
So, how can narcissistic leaders—who are by definition self-centered—also be empathetic? To answer this, it’s important to recognize that empathy is a multifaceted trait.
There Are Two Main Types of Empathy That Play Into Leadership
No. 1 — Cognitive empathy
The ability to understand how others are feeling or what they are thinking, without necessarily sharing their emotions.
No. 2 — Emotional empathy
The ability to actually feel what another person is feeling, creating a deeper emotional connection.
Narcissistic leaders are often lacking in emotional empathy. They may struggle to genuinely feel compassion or concern for others because they are so preoccupied with their own image, goals, and success. But interestingly, many narcissists are highly skilled in cognitive empathy. They can understand how others are feeling or what they need, but they use this understanding strategically, rather than out of genuine concern. For instance, a narcissistic leader might recognize that a team member is feeling stressed or overwhelmed, and use that knowledge to manipulate the situation for their own benefit—perhaps by offering temporary support to secure loyalty or improve their image.
This is sometimes referred to as “instrumental empathy”—empathy used as a tool to achieve a personal goal rather than as a means of genuine connection. In this way, a narcissistic leader can appear empathetic without actually being motivated by altruism. They may even present themselves as caring, compassionate, or emotionally attuned, but their underlying motivation is self-serving.
Research on Narcissism and Empathy: Can They Coexist?
Psychological research provides mixed insights into whether narcissistic leaders can truly be empathetic in a genuine sense. Studies suggest that individuals with narcissistic tendencies are capable of cognitive empathy, but they often lack emotional empathy and compassion.
A study published in the Journal of Personality and Social Psychology explored the relationship between narcissism and empathy, concluding that narcissistic individuals are less likely to engage in pro-social behavior, especially if it doesn’t benefit them directly. However, the study also found that narcissistic individuals can display empathy when they perceive it to be in their self-interest. In leadership contexts, this might mean a narcissistic leader could engage in empathetic behavior if it helps them maintain power, improve their image, or achieve a particular goal.
Another study published in Personality and Individual Differences examined whether narcissists could develop more empathy over time. Interestingly, the research suggested that empathy can be cultivated, even among those with narcissistic traits. Narcissists who receive feedback about the negative impact of their behavior may be motivated to adopt more empathetic behaviors, particularly if they see a personal advantage in doing so. This points to the possibility of narcissistic leaders learning to be more empathetic, at least on a superficial level, if they recognize the practical benefits of doing so.
Empathy as a Leadership Strategy: The Role of Self-Interest
For narcissistic leaders, empathy often becomes a strategic tool. While they may lack genuine emotional connection, they can still recognize that showing empathy can lead to positive outcomes—such as improved team morale, higher productivity, or a better public image. For instance, a narcissistic CEO might donate to charity or champion a social cause, not because they truly care about the issue, but because it enhances their brand or reputation.
In the corporate world, this can be seen in “CEO activism,” where leaders publicly take stands on social or political issues. While some leaders may be genuinely motivated by a desire to make the world a better place, others may engage in this behavior purely for the positive press and public admiration it brings. In these cases, empathy is less about the leader’s internal emotional landscape and more about their external image management.
Can Narcissistic Leaders Learn True Empathy?
While narcissistic leaders may be able to display empathy for strategic purposes, the question remains: can they genuinely learn to become more emotionally attuned and compassionate leaders? The answer is complex.
There is evidence that narcissism is not entirely fixed, and that individuals can develop more empathetic behaviors over time. Leadership development programs that focus on emotional intelligence, self-awareness, and active listening may help narcissistic leaders become more attuned to the emotional needs of their teams. However, the motivation to change is key. Narcissistic leaders are unlikely to adopt more empathetic behaviors unless they see a clear benefit to themselves—whether that’s maintaining power, boosting their reputation, or avoiding conflict.
Moreover, it’s worth noting that authentic empathy cannot be faked indefinitely. While narcissistic leaders may be able to simulate empathy for short-term gains, their lack of emotional attunement will eventually show through. Teams and organizations thrive when leaders demonstrate genuine care, not just performative empathy.
Conclusion: The Limits of Narcissism in Leadership
So, can narcissistic leaders be empathetic? In a superficial, instrumental sense, yes. Narcissistic leaders can use cognitive empathy to achieve their goals, and they may engage in empathetic behaviors when it benefits them. However, true emotional empathy — the ability to deeply connect with others on a human level — remains elusive for most narcissists.
While narcissistic leaders can be effective in certain contexts, particularly when boldness and confidence are required, they are unlikely to foster the same levels of trust, loyalty, and emotional connection that truly empathetic leaders create. Leadership, at its core, is about more than just strategy and success; it’s about building relationships, inspiring others, and creating environments where people feel valued and heard. And that requires a level of emotional empathy that narcissism, by its very nature, struggles to provide.
In the end, while narcissistic leaders may have the tools to mimic empathy when it serves their interests, the deeper, more meaningful forms of empathetic leadership will always remain beyond their grasp — unless they are truly willing to undergo a transformation that goes beyond self-interest.
