Extreme Narcissism in Policing Organizations: What to Look for and How to Correct It

Dr. Michael L. Beshears and Dr. Mark Bond

While police officers commonly undergo a pre-employment psychological examination, these screenings do not currently measure tendencies for narcissism.  In addition, there is very little research concerning narcissism in police officers. What should concern leaders is that extreme narcissism prevents people from positive interactions with leaders, peers, and the public. However, narcissists will generally seek professions that allow them to interact with people from a position of authority or superiority, where they have an advantage over people.  Considering that policing affords people with narcissist tendencies such a position, leaders in policing organizations must be cognizant of and discourage this type of behavior in the best interest of their departments and the communities they serve.  Leaders, managers, and especially those working in public safety fields need to be empathetic and caring individuals; they need to show empathy towards the public they serve as well as to the subordinates they lead. These are important personality traits needed to build high-quality community relationships that narcissistic tendencies, if not addressed, will undermine and destroy.

Introduction

Narcissism, the term in and of itself tends to suggest someone who has an “ugly” personality, someone who should be and is often avoided, someone who cares for only their self.  This mental picture is accurate as narcissism is repeatedly described as extreme love of one’s self to the point of lacking empathy for others, equated with egoism, and can develop into a medically defined personality disorder requiring treatment (Mayo Foundation for Medical Education and Research, 2017; Mosquera & Knipe, 2015; Narcissism, 2017).  However, within the confines of this document, the term narcissism is being employed in a nonclinical sense to describe the actions and apparent personality of individuals who tend to hunger for attention and power or authority without regard for the welfare and well-being of others.

Extreme narcissistic individuals do not hesitate to belittle, shame, or embarrass others to make themselves feel and hopefully appear to be better, more intelligent, and or more powerful (Mosquera & Knipe, 2015; Rosenthal & Pittinsky, 2006).  Extreme narcissistic behavior in conjunction with the tendency of having little to no empathy toward others is viewed as detrimental as well as dangerous, particularly within the field of law enforcement.  Extreme narcissistic behaviors of this type left unchecked may eventually become the gateway to Officer Precipitated Departmental Conflict (OPDC).

Overview of Officer Precipitated Departmental Conflict

The term OPDC is used herein to describe extreme narcissistic interactions or actions that incite conflict that contributes to an “us vs. them” mentality i.e., internal OPDC and external OPDC.  Internal OPDC is used to describe an officer’s extreme narcissism negatively affecting departmental morale.  This is because extremely narcissistic individuals have their own self-serving agenda and do not care about forming relationships between management, employees or fellow officers. That is unless it benefits them (Grijalva, Harms, Newman, Gaddis, & Fraley, 2015).

External OPDC is used to describe an officer’s extreme narcissism negatively affecting departmental police community relations. This may be contributed to direct or indirect Officer Precipitated Conflict (OPC) with those within the department and outside of the department within the community.  Unfortunately, law enforcement seems to be a type of “magnet” for narcissistic behavior because of the opportunities it provides for narcissistic behavior to develop and thrive.

Overview of Narcissism

Within almost any discussion of narcissism is the mention of the dark triad.  The dark triad is comprised of narcissism, Machiavellianism, and psychopathy (Mosquera & Knipe, 2015; O’Boyle, Forsyth, Banks, & McDaniel, 2012).  Each side of the triad is identified by different characteristics.  A Machiavellian is noted as being socially charming and manipulative, while the psychopath displays a hardened attitude toward society and tends to be impulsive and antagonistic in terms of interpersonal relationships (Mosquera & Knipe, 2015).  The narcissist feels inordinately entitled and ergo assumes a role of superiority commonly expressed through dominant behavior (Mosquera & Knipe, 2015).

Signs of Narcissism

Indications that an individual may be narcissistic or have narcissistic tendencies can and do align with as well as mirror other behavior and personality disorders.  Furthermore, it should be noted that the appearance of one or more of these “signs” does not necessarily mean the individual has a disorder or is in need of medical attention as many of these indications could easily be explained based on the timing, environment, and personal situation.  For example, responding angrily when proven wrong or incorrect could be viewed as a normal reaction, particularly when you were 99% positive you were right or the person who proved you wrong did so in a very public and embarrassing manner.  However, if an individual consistently responds with true anger every time they are shown to be incorrect, it may be indicative of having a narcissistic tendency (Kernberg & Yeomans, 2013).

Other signs or indications of possible narcissism are as follows:

• Grandiose presentation of self,
• Difficulty dealing with dependent relationships/positions,
• Forms mainly parasitic or exploitive relationships,
• Aloofness bordering on superiority,
• Dismissive behavior/attitude toward others,
• Ego-centric,
• Anti-social, and Angered responses when incorrect/wrong (Kernberg & Yeomans, 2013; O’Boyle et al., 2012; Rosenthal & Pittinsky, 2006; Yocum, 2006).

Of additional note is a narcissistic person typically and regularly/daily will display more than one or two of these behaviors.  Also, there are other signs or indications of possible narcissism that are not and would best be addressed by a professional.

Further, the narcissistic individual frequently holds a position of leadership as the concept of authority has a powerful draw to those who seek the attention and respect general given to one in authority (Rosenthal & Pittinsky, 2006).  Somewhat conversely, though, narcissists also tend to possess the qualities needed in terms of being an effective leader.  A narcissistic leader has the drive to propel a business or entity toward the future due to the seemingly innate need to be the best, but this drive commonly leads to irrational decisions and the ultimate downfall of the institution as well as the leader (Rosenthal & Pittinsky, 2006).  Likewise, on a smaller scale, a narcissist can equally cause turmoil and disruption in terms of fellow workers and the overall functioning of the business or entity (Kernberg & Yeomans, 2013; O’Boyle et al., 2012; Rosenthal & Pittinsky, 2006), such as could and unfortunately has occurred in law enforcement.

Narcissism in Law Enforcement

As stated earlier, law enforcement tends to draw and attract narcissistic individuals or individuals with narcissistic tendencies due to the perspective that law enforcement officers are viewed as being authority figures.  Even the lowest ranks of law enforcement personnel are referred to as officers, which the term in and of itself communicates the concept of authority and possibly power.  Therefore, the narcissist can immediately satiate the desire to have control and authority over others (Löonqvist, Paunonen, Nissinen, Ortju, & Verkasalo, 2011).  Unfortunately, the narcissistic appetite and need for control and authority are never fully sated and eventually can lead to actions that lack in terms of civility, caring, and morals (Löonqvist et al., 2011; Yocum, 2007).  This lack of caring in terms of others is detrimental not only to fellow officers and the local department (Yocum, 2007) but affects the public’s opinion of the police force as a whole.  Thereby contributing to OPC. In addition to internal and external OPDC. This is extremely disconcerting given that research indicates the need for the police force to build strong, positive ties with the community as these positive ties tend to lead to enhanced security in terms of being a deterrent to crime as well as assisting in the solving of crimes (Bertot, Jaeger, & Grimes, 2010; Bertot, Jaeger, & Hansen, 2012; Beshears, 2014; Walker & Katz, 2011).

Corrective Actions/Steps

The following regarding corrective actions or steps that may be taken with respect to the presence of a narcissist, particularly one serving in a role of authority, are solely recommendations and should not be applied in place of psychiatric or psychological evaluation and care.

Based on research of narcissistic leaders during crisis situations, King (2007) proffered the following recommendations.

• Partner the narcissistic individual with a person with whom he or she trusts. This trusted friend may be able to prevent inappropriate or rash actions being taken due to the narcissist’s narrow focus on self rather than considering the potential impact on others, the department, and or the community.
• Another
• Limiting the power. This would potentially require re-evaluation of the power/authority structure and create not merely a system of checks and balances, but also cross-functional or overlapping responsibilities.
• Regular use of unofficial review. The concept here is to intermittently garner feedback from each and every individual regarding the overall atmosphere of the department in light of the leaders’ actions and decisions (King, 2007).  The theory behind this is that narcissists do care to a certain degree how others view them (Yocum, 2007).  This concern regarding the perspective of others stems from the narcissist’s desire to manipulate and thereby succeed in the endeavor to maintain power (Yocum, 2007).
• Counseling/professional services (King, 2007). This recommendation is based on the need due to the suspected narcissist is deemed a danger not only the department and others but him/herself.  This step would need to be taken with extreme caution and conducted via the appropriate channels.

Beyond the above recommendations, there are more practical actions that could be taken in the interim of more official action being taken.  These actions could be as simple as avoiding contact with the narcissist, particularly with respect to nonwork-related moments, such as at lunch or after work (Lavender, 2014).  Additionally, Lavender (2014) suggested maintaining focus on your work as well as when it is necessary to speak with the narcissist, plan the points needing to be addressed.  However, it was recognized that the narcissist may wish to insert their own points, related or not, to which the recommendation is to acknowledge the comments, but quickly return to your points.  Lastly, the suggestion was to not stand alone; have a support system of individuals you can go to regarding issues with the narcissist (Lavender, 2014).

Conclusion

Narcissism is recognized as a mental disorder (Mayo, 2017) and therefore, a narcissistic individual should be treated with respect and understanding.  Secondly, occasional narcissistic behavior does not necessarily mean an individual is narcissistic as time, place, environment, and circumstances can cause anyone to display one or more narcissistic behaviors.  Nevertheless, narcissism negatively affects not only the individual suffering from it but others in the form of OPC and OPDC.  Narcissistic individuals crave power and authority (Kernberg & Yeomans, 2013; Rosenthal & Pittinsky, 2006), making the field of law enforcement attractive as well as will “feed” the behavior.  Therefore, it is critical to recognize and acknowledge narcissistic behavior within police departments and work toward addressing it in terms of the negative aspects of the issue. 

References

Beshears, M. L. (2014). Network theory: Effectiveness of social media networks created by sheriff offices (Doctoral dissertation). Retrieved from ProQuest Dissertations andTheses database. (Accession No. 3685098)

Bertot, J. C., Jaeger, P. T., & Grimes, J. M. (2010). Using ICTs to create a culture of transparency: E-government and social media as openness and anti-corruption tools for societies. Government Information Quarterly, 27(3), 264-271. http://dx.doi.org/10.1016/j.giq.2010.03.001

Bertot, J. C., Jaeger, P. T., & Hansen, D. (2012). The impact of policies on government social media usage: Issues, challenges, and recommendations. Government Information Quarterly, 29(1), 30-40. http://dx.doi.org/10.1016/j.giq.2011.04.004

Grijalva, E., Harms, P. D., Newman, D. A., Gaddis, B. H., & Fraley, R. C. (2015). Narcissism and Leadership: A Meta‐Analytic Review of Linear and Nonlinear Relationships. Personnel Psychology, 68(1), 1-47.

Kernberg, O. F., & Yeomans, F. E. (2013). Borderline personality disorder, bipolar disorder, depression, attention-deficit hyperactivity disorder, and narcissistic personality disorder: Practical differential diagnosis. Bulletin of the Menninger Clinic, 77(1), 1-22. http://dx.doi.org/10.1521/bumc.2013.77.1.1

King, G. (2007). Narcissism and effective crisis management: A review of potential problems and pitfalls. Journal of Contingencies & Crisis Management, 15(4), 183-193. doi:10.1111/j.1468-5973.2007.00523.x

Lavender, N. J. (2014, July 14). Coping with narcissistic coworkers: Some unique strategies [Web log post]. Retrieved from https://www.psychologytoday.com/blog/impossible-please/201407/coping-narcissistic-coworkers-some-unique-strategies

Löonqvist, J.-E., Paunonen, S., Nissinen, V., Ortju, K., & Verkasalo, M. (2011). Self-Enhancement in military leaders: Its relevance to officer selection and performance. Applied Psychology, 60(4), 670-695. doi:10.1111/j.11464-0597.2011.00152.x

Mayo Foundation for Medical Education and Research. (2017). Diseases and conditions: Narcissistic personality disorder. Retrieved from http://www.mayoclinic.org/diseases-conditions/narcissistic-personality-disorder/basics/definition/con-20025568

Mosquera, D., & Knipe, J. (2015). Understanding and treating narcissism with EMDR therapy. Journal of EMDR Practice and Research, 9(1), 46-63. http://dx.doi.org/10.1891/1933-3196.9.1.46

Narcissism. (2017). In Merriam-Webster dictionary. Retrieved from https://www.merriam-webster.com/dictionary/narcissism O’Boyle, E. H., Jr., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). A meta-analysis of the dark triad and work behavior: A social exchange perspective. Journal of Applied Psychology, 97(3), 557-579. http://dx.doi.org/10.1037/ a0025679

Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617-633. http://dx.doi.org/10.1016/j.leaqua.2006.10.005

Walker, S., & Katz, C. (2011). The Police in America: An introduction, (7^th ed.). Boston, MA: McGraw-Hill.

Yocum, R. (2007). The moderating effects of narcissism on the relationship between emotional intelligence and leadership effectiveness, moral reasoning and managerial trust (Doctoral dissertation). Retrieved from ProQuest Dissertations and Theses database. (Accession No. 3263333)

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Dr. Beshears has an associate degree in general studies and a dual baccalaureate degree in criminal justice and psychology from Drury University. In addition, he has two graduate degrees, one in criminology from Indiana State University and another in health services management from Webster University. Plus, an additional 18 graduate hours in public administration. His Ph.D. is in business with a specialization in criminal justice from Northcentral University. Dr. Beshears after 22 years of honorable service retired from the United States Army in 1998, at the rank of Master Sergeant. Dr. Beshears has acquired over 20 years of teaching experience in the traditional and online teaching environment. He has an extensive background and first-hand experience in online andragogy instruction, as one of the first Internet (online) course developers and instructors. Since 1994, he has instructed 10,000 (+) online and traditional students in criminal justice, corrections, and management. He has mentored numerous colleagues in the skills required to instruct online while promoting student success. Dr. Beshears is the faculty adviser for the Kappa-Kappa Chapter of the Alpha Phi Sigma – Criminal Justice National Honor Society. Dr. Beshears is also a member of the Academy of Criminal Justice Sciences. He resides with his wife Dr. Michelle Beshears, their son Hunter, and daughter Malia near Norfork and Bull Shoals Lakes, in Clarkridge, Arkansas. He also has three beautiful grown daughters Michele, Cora, and Mollye.

Dr. Bond has worked in law enforcement and has been a firearms instructor for more than 33 years. His law enforcement experience includes the military, local, state and federal levels as a police officer and criminal investigator. Mark obtained a BS and MS in criminal justice and M.Ed in educational leadership with Summa Cum Laude honors. As a lifelong learner, he earned his doctoral degree in education (EdD) with a concentration in college teaching and learning. Mark is currently an assistant professor of criminal justice at a university and adjunct professor of administration of justice studies at a community college.