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Having been largely unknown as a clinical entity, the narcissistic personality has recently come into the limelight. It is argued that one critical component in the orientation of leaders is the quality and intensity of their narcissistic development. In this paper, the relationship between narcissism and leadership is explored. Using concepts taken from psychoanalytic object relations theory, three narcissistic configurations found among leaders are presented: reactive, self-deceptive, and constructive. Their etiology, symptomatology, and defensive structure is discussed. The influence of each configuration on interpersonal relations and decision-making is examined in a managerial context.

With the help of data obtained from open-ended interviews conducted with the various stakeholders in downsizing operations and applied within a clinical framework, individual reaction patterns are explored in the victims, the survivors (those staying with a company after layoffs), and the "executioners" (those responsible for the implementation of downsizing). Special emphasis is given to the reactions of the executives implementing the downsizing operation. Among this group of people, a number of ways of coping can be discerned, described as compulsive/ritualistic, abrasive, dissociative, alexithymic/anhedonic, and depressive. The article ends with a number of practical recommendations about how to facilitate the downsizing process. From the interviews conducted, it appears that downsizing, in the more narrow sense of the word, can be a quite destructive process. Reframing the concept so that downsizing is viewed as a continuous process of corporate transformation and change, a way to plan for the continuity of the organization, seems to be a more constructive approach.