Cognitive Covert Narcissism with Antisocial Tendencies in Extreme Leadership | Melanie Boling, Boling Expeditionary Research

Cognitive Covert Narcissism with Antisocial Tendencies in Extreme Leadership: A Neuroscience and Psychopathology Perspective

Introduction

Individuals with covert (vulnerable) narcissistic traits who also exhibit antisocial tendencies represent a dangerous personality constellation, especially when they occupy positions of power or leadership in extreme environments. Covert narcissism is characterized by hidden grandiosity and entitlement behind a façade of insecurity or defensiveness , while antisocial traits (as seen in sociopathy/psychopathy) include callousness, impulsivity, lack of remorse, and a penchant for manipulation . In leadership roles – from military commanders in combat zones to executives in high-stakes crises – such individuals may outwardly appear competent or even self-sacrificing, yet their psychopathology can undermine group cohesion, ethical decision-making, and mission success. This paper examines the clinical neuroscience and psychopathology of this personality profile (sometimes termed “malignant narcissism” when narcissism and antisocial traits co-occur ), and analyzes its effects on leadership behavior and team outcomes under extreme stress. Academic research and case evidence are integrated to shed light on how a covert narcissistic leader with antisocial features thinks, behaves, and affects others, as well as what neurobiological abnormalities underlie these tendencies. Ultimately, understanding this profile can inform strategies to identify and mitigate the risks of toxic leadership in critical environments.

Covert Narcissism and Antisocial Traits: A Malignant Combination

Covert (vulnerable) narcissism is a subtype of narcissistic personality marked by an incongruous mix of defensiveness and entitlement. Covert narcissists often present as shy, anxious, or easily hurt – in contrast to the brash confidence of grandiose narcissists – yet they harbor the same core of arrogance and self-importance internally . They crave recognition but are hypersensitive to humiliation, leading to secret resentments and envy. Despite their outward self-consciousness, vulnerable narcissists still feel entitled to special treatment and lack true empathy for others . These traits often manifest in a “stealth” form of egocentrism: the individual might appear modest or caring, all the while nursing grandiose fantasies and a belief in their own superiority.

When such a narcissistic personality also possesses antisocial tendencies, the result can be what psychiatrists have called malignant narcissism – effectively a fusion of narcissistic and psychopathic traits. As described by Kernberg and others, malignant narcissism is “an extreme form of antisocial personality disorder” marked by a pathologically grandiose self-image, lack of conscience or remorse, and a penchant for sadistic or cruel behavior . In other words, the person not only seeks admiration and harbors fantasies of power, but also feels unbound by moral rules and derives pleasure from exploiting or hurting others. Such individuals show a gratuitous enjoyment of others’ pain and little to no empathy or regret for the harm they cause. A typical narcissist may exploit people to achieve selfish goals (and might later feel a twinge of guilt), but a narcissist with pronounced antisocial traits will victimize others without remorse, often with vindictive aggression. Their lack of empathic concern is a defining feature. This combination often produces a deeply toxic personality disposed to dominate and degrade others.

In practical terms, a covert narcissist with antisocial traits may initially fly “under the radar” because they do not always display overt grandiosity; they might come across as personable or unassuming. However, their insecurity and need for adulation, coupled with an absence of conscience, can yield a leader who is calculating, vindictive, and morally disengaged. Classic descriptions of malignant narcissists note that they are thin-skinned, impulsively aggressive, and delight in sadism – they enjoy exercising power over others purely to feel “on top,” often inflicting humiliation or cruelty for its own sake. Dominance and control become ends in themselves. Historical analyses of tyrannical leaders have observed this malignant pattern: when a narcissistic leader also meets criteria for sociopathy, the result is amplified cruelty and exploitation in their leadership style. Such leaders may, for example, orchestrate punitive campaigns against perceived enemies, enforce harsh punishments, or engage in corrupt abuses of power simply because they derive satisfaction from exerting total control. In summary, the covert narcissist’s fragile ego and the antisocial individual’s lack of conscience form a perilous mix – a leader who both craves power and validation and is willing to violate norms or harm others to maintain them. Below, we delve into the neurobiological and cognitive underpinnings of these traits to understand how such minds operate.

Neuroscientific Underpinnings of Narcissism and Antisocial Personality

Modern neuroscience has begun to illuminate specific brain and cognitive abnormalities associated with narcissistic personality disorder (NPD) and antisocial/psychopathic traits. These findings help explain the empathy deficits, stress reactivity, and decision-making patterns seen in narcissistic-antisoical leaders.

Narcissism and the Brain:

Intriguingly, covert narcissistic traits have been linked to structural differences in brain regions involved in empathy and self-processing. Neuroimaging studies of clinical NPD patients (mostly with vulnerable/covert features) have found reduced gray matter volume in the left anterior insula, a region critical for emotional empathy and resonance. In one MRI study, NPD patients showed significantly smaller left insular cortex volume than healthy controls, and the degree of insula atrophy correlated with the severity of their empathy impairments. This suggests a biological basis for the classic narcissistic inability to truly “feel” others’ emotions. Indeed, clinicians observe that narcissistic individuals can often recognize or intellectualize what someone might be feeling, but they lack compassionate emotional response – a pattern likely rooted in insular dysfunction . In effect, the cognitive parts of empathy (understanding another’s perspective) may be intact, but the emotional limbic component (sharing/feeling concern) is blunted. This neural profile dovetails with the narcissist’s reputation for coldness and lack of genuine care, even if they outwardly feign concern when it suits them.

Beyond empathy circuits, narcissism involves anomalies in brain systems governing self-esteem regulation and stress response. Research indicates that narcissistic personalities (particularly the grandiose subtype) show heightened sensitivity to ego threats and exaggerated physiological stress reactions when their self-image is challenged . For example, in laboratory stress tests (like giving an impromptu public speech or receiving negative feedback), individuals high in narcissism exhibit excess cortisol release and autonomic arousal, far more than non-narcissistic controls. Notably, this occurs even as the narcissists outwardly report feeling calm or unfazed. This disconnect between outward confidence and inner neuroendocrine turmoil has been called the “mask model” of narcissism. The narcissist’s grandiose bravado acts as a defensive mask concealing an underlying fragile self that is chronically insecure – evidenced by over-activation of the HPA axis (stress hormone system) in response to any slight or criticism. Over time, this constant hyper-arousal may even lead to baseline elevated cortisol levels , indicating that many narcissistic individuals live in a state of latent stress. In a leader, such a profile could translate to volatile reactions under pressure: e.g. a boss who seems supremely confident may internally be experiencing intense stress and ego threat, which can suddenly erupt as rage or irrational decision-making when their competence is questioned. In summary, the narcissistic brain tends to be wired for low empathy, high self-referential reactivity, and a paradoxical combination of defensive overdrive hidden by compensatory self-assurance.

Antisocial/Psychopathic Traits and the Brain:

Antisocial personality disorder (ASPD) and psychopathy are likewise associated with distinctive neurobiological patterns – essentially, a profile opposite to anxiety disorders. Psychopathy is often described as a disorder of impaired fear, impaired empathy, and reward-dominant behavior, and neuroimaging supports several key deficits. Structurally, psychopaths’ brains show reduced volume in the amygdala (a hub of fear conditioning and emotional learning) and in parts of the prefrontal cortex (especially the orbitofrontal and ventromedial PFC, which are crucial for impulse control, moral reasoning, and foreseeing consequences). For instance, studies have found that violent offenders with ASPD have significantly smaller amygdala and hippocampus volumes than non-offenders, along with reduced gray matter in frontal regions responsible for inhibition and judgment . These anatomical differences align with the psychopathic traits of fearlessness, poor impulse control, and moral insensitivity. A diminished amygdala likely underlies why such individuals do not feel normal fear or anxiety (they don’t learn to avoid danger or punishment well), and a shrunken vmPFC/orbitofrontal cortex impairs their ability to restrain impulses or consider ethical norms.

Functionally, communication between the limbic system and frontal cortex is impaired in psychopathic individuals. Brain connectivity studies have shown that psychopaths have weakened connections between the ventromedial prefrontal cortex (vmPFC) and the amygdala, the very circuit that integrates emotional signals (like fear, guilt) into decision-making . In psychopaths, these two regions “are not communicating as they should,” resulting in an emotional disconnect during choices . One investigation using both diffusion tensor imaging (DTI) and fMRI found structural breakdown in the white matter fibers linking vmPFC and amygdala, as well as less synchronized activity between these areas during tasks. This limbic-frontal disconnection means that when a psychopathic person evaluates an action, the normal gut feelings of anxiety or empathy that would deter harmful behavior are greatly diminished – they literally do not feel the emotional weight of their actions as strongly as others do. Such findings explain the psychopath’s infamous emotional coldness and failure to learn from negative experiences.

Physiologically, individuals high in antisocial/psychopathic traits show a blunted stress response profile that is the inverse of narcissists’. A hallmark of psychopathy is low fear arousal: psychopaths tend to have lower resting heart rates, diminished startle reflexes, and crucially, little increase in cortisol (the stress hormone) under threat. In stress-test studies, psychopathic participants often exhibit small or even absent cortisol surges in situations that cause most people significant anxiety. For example, one study noted that higher psychopathy scores predicted almost no cortisol increase during a social stressor, implying an under-active HPA axis in response to stress. This corresponds to psychopaths’ notorious coolness under pressure – their biology doesn’t signal alarm in high-risk situations, which can make them remarkably composed in crises. However, this same low arousal is linked to sensation-seeking and poor avoidance learning; because they do not feel the normal “alarm bells,” psychopaths often seek intense stimulation and fail to withdraw from harmful behaviors. Additionally, neurochemical studies suggest imbalances such as low serotonin (associated with impulsivity and aggression) and overactive dopamine reward circuits in psychopathy . These would further bias the person toward thrill-seeking, reward-driven actions unmitigated by fear of punishment. In short, the psychopathic brain is characterized by an emotional detachment (amygdala-PFC dysfunction causing lack of empathy/fear) coupled with a robust reward drive and hypo-reactivity to stress or pain cues. This neurological profile creates an individual who can stay unnervingly calm while inflicting harm, lacks the internal “brakes” of anxiety or guilt, and hungers for stimulation – a combination that can be perilous in a leadership context

Leadership Behaviors and Impacts: The Dark Triad in Power

When an individual with the above traits ascends to a leadership position, their psychopathology profoundly shapes their leadership style and the climate of their organization. Narcissistic leadership has been defined as occurring “when leaders’ actions are principally motivated by their own egomaniacal needs and beliefs, superseding the needs and interests of the constituents and institutions they lead.” In other words, the narcissistic leader puts self-interest above all else – decisions are driven by personal glory, vindication, or entitlement rather than the welfare of the group. A covert narcissist in charge may not boast openly, but they will still center every policy and interaction around affirming their superiority. Their antisocial tendencies further erode any check on this self-serving agenda, since moral qualms or concern for others do not restrain them.

Driven by Ego Needs:

Narcissistic-antisocial leaders are fundamentally preoccupied with themselves. Instead of focusing on the organization’s mission, they obsess over three basic drives: (1) being seen as supremely superior; (2) expanding their own power; (3) being admired by everyone . Case analyses indicate that when narcissists attain authority, they often use the role as a personal stage to aggrandize themselves rather than to serve. For example, rather than managing for long-term success, they seek visible achievements that reflect well on them, demand personal loyalty from subordinates, and fish for praise constantly. Covert narcissists may do this in subtle ways – e.g. insist on being consulted for every decision (to feel important), or position themselves as the “savior” of the team – but the underlying motive is self-exaltation, not collaborative success. Antisocial traits exacerbate this ego-driven approach by removing ethical barriers; such a leader will readily lie, cheat, or sacrifice others to achieve their personal ends.

Toxic Interpersonal Dynamics:

The workplace or team environment under a narcissistic antisocial leader typically becomes toxic and polarized. Much of the leader’s effort goes into dividing people into winners and losers in their eyes m. Those who flatter or support the leader’s ego are treated as allies (temporarily “winners”) and may receive favoritism, whereas anyone perceived as disloyal, critical, or more competent is denigrated as a “loser” and targeted for blame. This is sometimes summarized as “kissing up and kicking down” – they charm and ingratiate themselves to superiors or influential figures, but berate and bully subordinates to maintain dominance. Such a leader often arrogantly isolates themselves from those deemed inferior, erecting metaphorical “walls” via elitist behavior or strict hierarchies. They may publicly insult or belittle team members to cement a hierarchy with themselves at the top, a behavior that serves to convince themselves of their own greatness by tearing others down. Over time this creates a climate of fear and mistrust – subordinates walk on eggshells to avoid the leader’s wrath, and peers are pitted against each other in zero-sum competition for the leader’s favor.

Another hallmark is extreme reactivity to criticism. Narcissistic leaders are highly defensive, so even mild feedback or dissent can provoke an outsized retaliatory response . They view any disagreement as a personal attack and may “go to war” to crush the perceived critic. For instance, a covert narcissist CEO might secretly sabotage or fire an employee who dared question them, framing it as “insubordination.” These leaders often escalate trivial issues into full-blown conflicts (“wars”) because they interpret everything through an adversarial lens where they must prove their superiority. This constant combativeness distracts from real work and creates continual “crises” in the organization – which are often self-inflicted by the leader’s overreactions . Nevertheless, they pride themselves on being tough and unyielding, seeing every fight as an opportunity to display dominance. The antisocial element means they won’t hesitate to use intimidation or coercion; reports of workplace bullying, public shaming, or even unethical retaliatory acts are common with these toxic leaders. Studies have documented that narcissistic, abusive bosses engender low morale, high stress, and reduced productivity among employees. For example, such leaders often humiliate others with unwarranted criticism, show no empathy for employees’ needs, and take credit for others’ accomplishments – behaviors linked to higher staff turnover and lower job satisfaction . In the long run, group performance usually suffers under narcissistic leadership, despite any short-term gains; the literature finds that while narcissists can sometimes inspire or dazzle initially, their inability to collaborate and their toxic micromanagement gradually erode team effectiveness .

Furthermore, narcissistic antisocial leaders exhibit chronic self-glorification and blame-shifting. They have an insatiable need for admiration – demanding praise and validation even as they abuse their followers. They may insist on ceremonial displays (awards, celebrations) highlighting their achievements (“parades” for themselves). Paradoxically, they often expect admiration from the very people they mistreat , creating a cycle of abuse and enforced loyalty. When things go wrong, these leaders refuse to accept responsibility. Failures are scapegoated onto subordinates or external factors, while all successes are appropriated as evidence of the leader’s brilliance. This lack of accountability not only demoralizes employees but can lead to strategic missteps (since the leader doesn’t learn from mistakes, instead rewriting the narrative to protect their ego). As a result, decision-making becomes less reality-based and more about protecting the leader’s image. Over time, honest communication in the organization dies out; people become afraid to speak truth to power, and the leader is insulated in a bubble of sycophancy and false success.

It should be noted that some narcissistic leaders can be superficially charismatic and visionary, which is how they attain power in the first place. They often excel at impression management – portraying confidence, decisiveness, and grand visions that appeal to followers’ desires for strong leadership. Historically, narcissistic leaders have sometimes galvanized groups with bold goals and personal magnetism. However, the combination of antisocial traits strips away the prosocial or moral constraints, turning leadership into tyranny. Any strengths such a person has (e.g. fearless decision-making or innovative boldness) are undermined by their profound interpersonal weaknesses. Research by organizational psychologists finds that while narcissistic leaders can be initially successful or even inspiring, their long-term impact is usually destructive: they create cultures of infighting and fear, engage in unethical behaviors that risk the organization’s stability, and often make high-risk, self-aggrandizing choices that backfire. For instance, studies of CEO narcissism have linked it to more frequent litigation and scandal, as these CEOs overreach legal and ethical boundaries. Ultimately, many companies and teams have collapsed under the reign of such toxic leaders. The “dark triad” traits (narcissism, psychopathy, Machiavellianism) in leadership are consistently associated with outcomes like fraud, corruption, employee burnout, and even catastrophic mission failure if unchecked.

In summary, a leader with covert narcissistic and antisocial traits tends to run the organization as a personal fiefdom: obsessed with self-glory, intolerant of criticism, manipulative and abusive toward others, and unencumbered by scruples. This results in a toxic environment rife with fear, mistrust, and unethical practices. The negative ripple effects – on employee well-being, ethical standards, and group performance – are well documented. We next explore how these dynamics play out and even intensify in extreme environments such as war zones or other high-pressure settings, where the stakes are life-and-death and stress is at maximum.

Effects in Extreme Environments: Stress as Amplifier

“Extreme environments” refer to situations of intense stress, danger, or isolation – for example, active combat zones, prolonged military deployments, or long-duration expeditions (polar missions, spaceflight, etc.). These contexts put any leader to the test, but for those with covert narcissistic and antisocial traits, extreme environments can act as a magnifying glass that enlarges their pathological tendencies. The combination of high external pressure and the leader’s internal vulnerabilities often leads to exacerbation of maladaptive behaviors. Here, we analyze how such leaders function in two broad scenarios: (1) high-threat, high-stress situations like combat (where fear and adrenaline dominate), and (2) extreme isolation/confinement scenarios (where boredom and lack of social feedback prevail). We also consider the impacts on ethics and group cohesion.

Fragile Narcissists Under Stress:

A leader high in vulnerable narcissism is inherently walking a tightrope in extreme conditions. They crave recognition and want to believe in their specialness, but harsh environments provide constant ego threats and little affirmation. In military hierarchies, for instance, a covert narcissistic officer may face frequent humiliation – harsh rebukes from superiors, the chaos of battle foiling their personal heroics, etc. These continuous hits to their self-esteem trigger an “endless cycle of ego threat” that keeps their physiological stress arousal abnormally high . Research suggests that such an individual’s body may be flooded with cortisol and adrenaline on a chronic basis, far beyond the typical soldier’s response, because every challenge feels personal. Over time, this chronic HPA-axis activation can lead to burnout of the stress-response system and even immune system impairment . In effect, the covert narcissist’s brain and body are under constant siege from both external dangers and internal shame. Case reports and analogies to PTSD indicate they might start strong (with hyper-vigilant, over-reactive behavior), but eventually collapse into exhaustion, dissociation or depression as their neuroendocrine system is worn out . Their coping may oscillate between defensive grandiosity (doubling down on narcissistic fantasies of being the best to cope with failure) and withdrawal (giving up and sulking) . For example, an expedition leader with these traits might initially overextend themselves to prove their worth, then become increasingly erratic or despondent when reality doesn’t validate their grandiosity.

In long-duration isolated missions (e.g. a Mars simulation or a submarine tour), a narcissistic leader suffers from the lack of external acclaim and the enforced equality of tight quarters. With no new admirers to provide narcissistic supply and having to take orders or collaborate closely, their “mask” of professionalism can begin to fray over time. Small slights or conflicts (inevitable in confinement) may provoke outsized rage because there’s no escape and every interpersonal issue feels magnified. We might predict increasing frequency of emotional outbursts, paranoid accusations, or depressive withdrawal in a narcissistic leader as months of isolation wear on. Indeed, evidence from spaceflight analogs suggests even stable individuals can experience mood swings and anger in confinement; a narcissistic individual, whose self-worth is fragile, is particularly vulnerable to destabilization when their usual supports (like public adulation or the trappings of status) are stripped away. In sum, extreme stress tends to bring out the worst in covert narcissistic leaders: their insecurity is heightened, their stress responses overshoot, and they may mentally decompensated (through breakdowns or destructive actions) under the dual weight of external pressure and internal fragility.

Psychopathic Leaders in High-Stakes Settings:

Leaders with psychopathic tendencies, on the other hand, may initially thrive in certain extreme environments – at least on the surface. Their low fear and blunted stress reaction give them a cool head in chaotic situations where others panic. For example, in a combat scenario, a psychopathic commander’s calm under fire and willingness to take bold action can confer tactical advantages . Historical anecdotes and some theoretical work (e.g. Dutton, 2012) have even speculated that psychopathy might be adaptive on the battlefield, as fearless focus can win skirmishes . Such a leader might make swift decisions in a crisis (e.g. ordering a counterattack or a risky maneuver) without flinching. Subordinates may initially admire their apparent bravery and composure. However, the same traits are double-edged. The lack of stress signaling means the psychopathic leader does not learn caution from near-misses – they might repeatedly put the team in extreme danger due to thrill-seeking or overconfidence . Normally, after a close call or heavy losses, a commander would feel shaken and adjust tactics; the psychopathic leader, feeling little fear or guilt, might instead double down or seek out even riskier engagements. They may volunteer for high-risk missions or push their team past safe limits, as their brain doesn’t register threats the way others’ do. Over time, this can lead to catastrophe: the odds catch up, or the unit suffers attrition from constant reckless exposure to danger.

Moreover, sustained exposure to violence in war can further callous a psychopathic individual. Already low on empathy, they may become completely desensitized by repeated sanctioning of aggression. Neural responses to suffering (e.g. seeing wounded civilians or comrades) might diminish even more due to habituation in the brain’s empathy circuits. Essentially, the environment trains an even more cold-blooded response – violence and cruelty become routine for them. Some psychopathic leaders might even start to enjoy the power and destruction (their reward circuitry tuning to the “high” of combat). This raises concerns for after the extreme deployment: such individuals can find normal life unbearably dull and may struggle to reintegrate, sometimes seeking other outlets for their need for dominance or danger .

Moral Disengagement and Atrocities:

One of the gravest effects of having a narcissistic-antisocial leader in extreme conditions is the propensity for ethical boundaries to be shattered. Extreme environments often relax usual moral norms – e.g. in war, killing can be justified under rules of engagement. A leader who already lacks scruples is quick to seize on this to fully disengage morally. In combat, the normal “brakes” on brutality are weaker: heinous acts can hide behind phrases like “collateral damage” or orders to view the enemy as subhuman . Research shows that individuals high in Dark Triad traits are especially ready to embrace such moral disengagement mechanisms, thereby endorsing excessive violence. A recent survey (Gulevich et al. 2024) found that dark personality traits (narcissism, psychopathy, Machiavellianism) strongly predicted support for extreme military violence (even targeting civilians), and this was mediated by the individuals’ ability to turn off moral self-regulation – essentially, they rationalized that the enemy “deserves” harm or that normal ethics don’t apply . This aligns with Bandura’s classic findings on how people commit atrocities: by euphemistically redefining the act, minimizing personal responsibility, and dehumanizing victims . A narcissistic-antisocial leader excels at these justifications. For example, their sense of entitlement can feed the belief that any action is warranted if it serves their victory (“I deserve to come out on top; if others get hurt, so be it”) . And a psychopathic leader, with innate empathy deficits, may not even need elaborate rationalizations – they simply feel no guilt to begin with . Combined with the opportunities of war or chaos (where oversight might be low), this can lead to war crimes or gross human rights violations under such leaders. History is rife with examples of military or political leaders with these traits who orchestrated atrocities; our understanding of their psychology now provides an explanation for how they could do so with such ease. It’s chilling but clear: when “the gloves are off” in an extreme environment, the narcissistic-sociopathic leader is unencumbered by conscience and can unleash the “quintessence of evil” in pursuit of power or vengeance.

Breakdown of Team Cohesion:

Extreme situations require trust, cooperation, and unity among team members for survival. Unfortunately, the traits of narcissistic and psychopathic leaders directly undermine group cohesion and psychological safety at the worst possible time. Studies of organizational behavior note that narcissistic leaders erode psychological safety – people do not feel safe speaking up or relying on each other . In battle or a space mission, this is deadly: if a crew member fears the leader’s wrath more than the external threat, errors go unreported, feedback is silenced, and the team cannot coordinate effectively. The narcissistic-antisocial leader is likely to sow division even under dire circumstances, perhaps scapegoating certain team members for failures or playing favorites even when unity is needed. Their lack of empathy also means they may ignore their team’s exhaustion or emotional needs during long crises, causing burnout and fracturing. Indeed, in high-stakes scenarios (e.g. special forces operations, disaster response), effective leaders often emphasize camaraderie, mutual respect, and calm reassurance. The toxic leader does the opposite – instilling fear, suspicion, and competition. As a result, the group’s collective efficacy deteriorates. Team members spend energy looking over their shoulder or second-guessing, rather than focusing on the mission. Impulsive decisions by the leader (a known hazard of these personalities) can further put the team at risk; under stress, their impaired frontal control worsens, making rash orders (e.g. a poorly planned assault or a risky spacecraft maneuver) more likely . All these factors contribute to what researchers term “group disruption” – the breakdown of coordination and trust – which in extreme environments can swiftly lead to mission failure or casualties.

To illustrate, imagine a polar expedition led by a covert narcissist with antisocial traits: At the outset, they appear knowledgeable and confident, rallying the team with promises of glory. But as conditions worsen (blizzards, supply shortages), the leader begins to blame team members for setbacks, refuses input (since any suggestion feels like an affront), and perhaps takes reckless routes to prove their skill. When a junior member raises safety concerns, the leader explodes in anger (ego threat), demotes that person, and insists on pressing on. The team splinters – some loyalists support the leader’s bravado, others grow silent and disengaged. Eventually, an avoidable disaster occurs (e.g. falling into a crevasse) due to the leader’s impulsive decision and the lack of open communication. In the aftermath, the leader denies responsibility, possibly sacrificing a scapegoat (“they didn’t execute my plan right”). This tragic scenario is a composite, but elements of it echo real incidents in expeditions, military units, and even corporate crises attributable to destructive leadership.

Implications and Conclusion

The convergence of covert narcissism and antisocial traits in a leader is a recipe for disaster that has been documented across domains – from business scandals to military fiascos. Clinically and neurologically, such individuals lack the very qualities that good leadership demands: empathy, integrity, self-regulation, and regard for others. Instead, they bring to power a perfect storm of grandiosity, entitlement, exploitative drive, and cruelty. Neuroscience reinforces that their brains are wired for self-centered reward and low social emotion, making them inherently prone to unethical and reckless choices. Over time, these leaders tend to undermine even their own organizations. As one expert put it, individuals at the extreme end of narcissism “undermine the organizations they are involved in” in the long run . Their short-term successes (often built on charisma or intimidation) give way to long-term instability – whether through internal collapse (team burnout, attrition, mutiny) or external consequences (legal action, mission failure, public downfall).

From a psychopathology standpoint, it is sobering that malignant narcissism is considered one of the most treatment-resistant constellations. Psychiatrists note that these individuals rarely have insight into their behavior and see no need to change. Attempts to reform them often result in manipulation and hostility rather than improvement . In clinical practice, there is “very little that can be done” to truly cure a malignant narcissist; the best one can do is protect others from them . This has crucial implications for organizations and society. Waiting for such a leader to “self-correct” or respond to coaching is usually futile. Instead, the emphasis must be on prevention, accountability, and limits. Organizations should strive to screen for extreme narcissistic and antisocial traits in those being considered for high responsibility roles – through personality assessments, 360-degree feedback from previous teams, etc. Hiring and promotion processes need to weigh character and not just competence, as research increasingly shows the catastrophic cost of elevating disordered personalities to power . Some experts advocate “toxic leadership” training programs to help teams recognize early signs of narcissistic abuse and to empower bystanders to report it, though such initiatives face challenges if the toxic leader already sits at the top.

Once a narcissistic-antisocial leader is in place, strong governance and oversight are critical. Boards or higher authorities must not be beguiled by their charm or overconfident narratives. As the INSEAD case study advised, the only safe approach may be to keep one’s distance and set firm boundaries . In practical terms, that means enforcing checks and balances: independent audits, ethical committees, or in the military context, strict adherence to rules of engagement and the ability to relieve commanders who show signs of abusive conduct. Early intervention is key – as one psychologist wrote, we need to “set limits…sooner rather than later, to protect” others from these personalities . If red flags appear (e.g. unusual number of complaints, high turnover in a unit, alarming decisions), those in oversight positions must act decisively to either reform or remove the leader. It is far easier to stop a “ticking time bomb” narcissistic leader early than to deal with the fallout after they’ve caused irreparable damage .

For teams and subordinates trapped under such leadership, knowledge is power. Understanding that the leader’s behavior stems from deep psychopathology (not from your fault) can help individuals detach and protect their own mental health. Developing united fronts – e.g. documenting abuses, refusing to become isolated, and appealing to external authorities – is often necessary. In extreme environments like combat, military structures should ensure avenues for subordinate feedback (such as confidential reporting) so that a toxic leader’s behavior can be noticed and corrected before it endangers the mission.

In conclusion, the effects of a cognitively covert narcissist with antisocial tendencies in power are uniformly negative and often dire. Neuroscience and psychopathology research paints a clear portrait of a leader who is biologically and psychologically ill-equipped to care about others – a person driven by ego, unfazed by fear or guilt, and prone to aggression. In mundane settings, they create toxic workplaces; in extreme settings, they can precipitate tragedy or atrocity. The academic evidence reinforces age-old wisdom: entrusting great power to those who seek it for selfish or cruel ends leads to abuse. As a society, it is imperative to improve our “antibody response” to such leaders – through better psychological evaluation, stronger oversight, and a culture that values empathy and humility in leadership. By doing so, we can hope to avoid the worst outcomes of malignant narcissists in positions of authority, and instead select and support leaders who combine resilience with conscience, even amid the most extreme of challenges.

References

1. Schulze, L. et al. (2013). Gray matter abnormalities in patients with narcissistic personality disorder. Journal of Psychiatric Research, 47(10), 1363-1369. (Findings: NPD patients showed reduced left anterior insula volume correlating with empathy deficits) .

2. Jauk, E., & Kanske, P. (2021). Can neuroscience help to understand narcissism? Neuroscience & Biobehavioral Reviews, 123, 280-301. (Review: Grandiose narcissism linked to hyper-reactive stress responses and “mask model” of fragile self) .

3. Raine, A. et al. (2000). Reduced prefrontal gray matter volume and reduced autonomic activity in antisocial personality disorder. Archives of General Psychiatry, 57(2), 119-127. (Structural MRI study: ASPD/psychopathic individuals have smaller amygdala and prefrontal regions, and chronically low arousal) .

4. Motzkin, J. et al. (2011). Reduced connectivity between the amygdala and ventromedial prefrontal cortex in psychopathy. Nature Neuroscience, 14(11), 1374-1376. (DTI/fMRI finding: psychopaths show weak vmPFC-amygdala connectivity, impairing emotional integration) .

5. Johnson, M. et al. (2015). Psychopathic traits and cortisol stress response. Psychoneuroendocrinology, 53, 161-173. (Result: Higher psychopathy scores -> blunted cortisol increase under stress) .

6. O’Reilly, C. et al. (2024). Toxic cultures: how narcissistic leaders undermine psychological safety. Current Psychology, 43, 34778–34791. (Showed narcissistic leaders erode employee psychological safety and ethical norms, leading to toxic work culture) .

7. Rosenthal, S. & Pittinsky, T. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617-633. (Defined narcissistic leadership as driven by leaders’ own egomaniacal needs over constituents’ needs) .

8. Kets de Vries, M. (2017). Malignant narcissism in the workplace. INSEAD Knowledge. (Expert commentary: Malignant narcissists are pathologically grandiose, antisocial, sadistic, and largely untreatable; best to avoid or remove them) .

9. Bandura, A. (1999). Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3(3), 193-209. (Explains cognitive mechanisms – euphemisms, dehumanization – that enable atrocities; relevant to how extreme leaders justify violence) .

10. Gulevich, O. et al. (2024). Dark Triad traits and support for military violence: The mediating role of moral disengagement. Journal of Social Psychology, 164(1), 23-40. (Found narcissism, psychopathy predict greater endorsement of extreme military force, mediated by moral disengagement)