Page 68 - Ekonomija i Biznis_juli-avgust 2016.indd

BUSINESS
Tereza Serafimova
The author is a consultant for
human resources
Ego in favor
of the business
The ego moves. It is essential and
necessary for a start, for leader- all types of competition. Their belief that
ship and for development of the
organizations. However, how
much ego is enough? What is
the dose that further leads to the negative
spiral of oneself and the organizational de-
structiveness? What happens if it is com-
bined with other risks in behavior?
Business of vanity
The exceptionally self-confident persons
with a strong ego are a perfect match in
the fields of sale, marketing, management.
They lead in social situations and they are
quickly recognized. Thereby they progress
for at least two reasons: they have high as-
pirations in the career, they are searching
for leadership positions in every task, so
they say and show that they are not satis-
fied if they lose this.
What is the further effect of a behavior
led by narcissism on the business?
Even starting, and especially maintain-
ing a business, could be a part of the story
led by the powerful ego.
Ego in the function of one’s own /
organizational damage
Reduction of the risk of narcissism in
the team assumes essential attention to
several aspects in behavior:
1High competition – the narcissism
in the employees is accompanied by
an attitude that they are predetermined
68 July-August 2016
for leadership, so they become a part of
they are born for great things instigates
their spirit to fight.
2Inability to admit mistakes – the hy-
pertrophied perception of one’s own
competences and value leads to inability
to learn from a personal experience.
3Feeling of grandiosity and fearless-
ness in facing difficult tasks. “The
truth is that we enter the spectrum some-
where between utter selflessness on one
hand, and arrogance and grandiosity on
the other hand.” – says Craig Malkin, a
psychologist from Cambridge. Still people
with a lot of narcissism feel special. They
believe that they possess specific talents
and for this reason they deserve a special
treatment; they act pretentiously, they
consider themselves very important, they
have an attitude of fighters.
4Absence of personal development –
The employees who are on the upper
spectrum of the scale overestimate their
abilities and competences, they do not
learn from their mistakes, they are not
looking for feedback and/or opinion from
the others, they cannot be taught – simply
they believe that they have the real an-
swers and solutions to the problems.
5They do not develop and do not
strengthen their subordinates –
due to their own domination, they find
delegation difficult, and they do micro
management. The subordinates are not