This study examines the leadership behaviours of Carlos Ghosn, Donald Trump, and Richard Fuld, focusing on the relationship between narcissism and hubristic leadership in periods of business turbulence. Existing scholarship, particularly Maccoby’s framework, distinguishes between productive and destructive narcissism but offers limited comparative insight into how these forms manifest across different leadership contexts. This paper addresses this gap, exploring the evolution of narcissistic traits into hubristic behaviour under conditions of power concentration and organisational stress. Using a qualitative, exploratory, comparative methodology, the study applies Maccoby’s typology to analyse leadership style, decision-making, and organisational outcomes. The findings indicate that narcissistic leadership exhibits distinct manifestations across different contexts, with varying implications for organisational outcomes. This differentiation highlights the importance of contextual factors in shaping the effects of narcissistic leadership within organisations. This study contributes to leadership research by refining the boundary between productive narcissism and hubris, offering a framework for understanding leadership risk in complex organisational environments. The results further highlight that the escalation from narcissism to hubristic leadership is facilitated by the concentration of power and weakened organisational feedback mechanisms.

Narcissism and Hubris in Leadership Some leaders are confident, ambitious, and charismatic. They inspire teams and help organisations move forward. While these traits are valuable, they can become risky if they turn into arrogance or overconfidence. Narcissism—a trait found in everyone to some degree—can be positive, giving leaders energy and drive. However, hubris is extreme pride that can disconnect leaders from reality. Leadership expert Michael Maccoby distinguishes between productive narcissists, who motivate and innovate, and destructive narcissists, who focus only on themselves and ignore feedback. Looking at Carlos Ghosn, Donald Trump, and Richard Fuld shows the difference: Ghosn used his confidence constructively, while Trump and Fuld’s self-interest sometimes harmed their organisations. Still, people often trust charismatic leaders even when risks are present, making it hard to know where to draw the line. Recognising this tension helps us understand both the appeal and the danger of hubristic leadership.