Megalomaniacal leaders are fascinating. They exude boundless confidence, harbour sometimes excessive ambitions and make decisions that are often out of touch with reality.

Yet their power of attraction persists in the business world and in politics. Why? Because their rise and fall depend not only on their personality, but on a broader dynamic at work.

Three forces feed that dynamic simultaneously: the narcissism of the megalomaniac leader, the uncertainty that drives a group to seek a saviour and the collective dynamics of cognitive dissonance that protect that belief.

The narcissism of the megalomaniac leader

The first force is narcissism. Most megalomaniac leaders possess narcissistic personality traits that give them exceptional confidence, a very high self-image and a strong conviction in their decisions.

This self-assurance acts as a signal of control and mastery, which becomes particularly attractive when a group is going through a period of uncertainty.

The narcissist quickly reduces collective anxiety linked to ambiguity, doubt and lack of direction. This happens even when the group’s impression of control comes more from posturing than from an accurate read of reality.

The appeal of certainty in uncertain times

Uncertainty is the second driver. In situations of uncertainty, groups tend to favour figures who display strong confidence. This stance reduces shared anxiety and creates the reassuring impression that things are headed in a clear direction.

That, in turn, encourages the group to support a leader who uses ambitious means to solve problems, even when those means turn out to be unrealistic.

This dynamic proves all the more powerful since megalomaniac leaders often appear highly effective from the outset. They simplify complex problems, make decisions quickly and launch high-profile initiatives........

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