and lazy compromises, hinder initiative and innovation, weaken mutual trust and
paralyze the decision-making process. Only a business culture that promotes open
feedback on all levels can help to prevent such a climate. In the Roman Empire,
when a victorious general marched through the triumphal arch there was a slave
behind him on the chariot whispering in his ear: “Remember, Caesar, that you too
are only human.” Today good feedback systems fulfill the same purpose.
The 360feedback system is one of the most effective means of eliciting quality
feedback and necessary candor, and of encouraging dialogue. In this system, the
participants provide feedback for coworkers at all levels – above, below, and on the
same level of the participants. In addition, this approach serves as an early-warning
system and sharpens the sensitivity to blind spots. In order to be effective, it must be
guaranteed that no one gets punished, directly or indirectly, for his or her honesty.
The managers must have the courage and the strength to hear unpleasant truths about
themselves, and their employees must be encouraged to provide open feedback.
2.2.7.3 Necessary Narcissism
The concept of “narcissism” tends to mean being in love with oneself and being
very egocentric. In developmental psychology, the “narcissistic phase” refers to the
first three years of life, when the foundations of the personality are laid. In these
early years, we are especially formed by our experiences, all we observe and feel,
and our relationship to others and our environment.
The infant perceives pleasure through its body and bodily functions. The
unavoidable frustrations of growing up can interfere with having this need met.
For this reason, a child often creates an exaggerated and idealized picture of
its parents. The remnants of this idealization are preserved for many years, and in
later relationships. Narcissism is therefore an important drive for the individual.
In moderation, it is necessary in order to develop a healthy sense of self-worth and
independent identity. Narcissism and leadership are closely interwoven, as narcis-
sism is a prerequisite for dominance, self-confidence and creativity.
On the other hand, too much or too little narcissism destroys a person’s internal
balance. Therefore, it is useful to distinguish between “constructive” and “reactive”
narcissism. Constructive narcissism develops from sufficient care and support from
parents and is the basis for stable self-confidence. Reactive narcissism is the
consequence of lacking attention from the parents. People who lacked attention in
early childhood become driven by the need to undo this insult and prove their
worthiness to others (“Monte Cristo complex”). This is a detrimental but consider-
able part of what motivates some managers.
Those who have made it to the top often experience feelings of melancholy,
sadness and emptiness. Whether CEO or marketing director, they all ask them-
selves whether it was worth all of the struggle, all the sacrifice, and all of the life
energy they invested. Others fear the envy of competitors if they are successful. Not
everyone can bear the “thin air at the top” and the solitude at the summit of power.
2.2 The Leader 73