Power, Envy, Shame, and Emptyness: The Dark Side of Narcissism at Work

Workplace bullying is a persistent and damaging phenomenon, often perpetrated by individuals with Narcissistic Personality Disorder (NPD) or pronounced narcissistic traits (Stiefenhofer et al., 2025; Yıldırım & Yıldırım, 2022). These individuals leverage power and control to manipulate others, motivated by envy and a deep-seated sense of inner emptiness and shame. Understanding the psychological roots and behavioral patterns of those with narcissism is essential for addressing the antagonistic dynamics that damage employee and organizational health.

The Link Between Narcissism and Workplace Bullying Perpetration

A substantial body of academic research demonstrates that workplace bullying perpetrators are far more likely than their victims to exhibit elevated levels of narcissism, including both subclinical and pathological forms, both as an isolated trait and as a component of the Dark Triad (Gülüm & Escartín, 2023; Fernández-del-Río et al., 2021; Tóth-Király et al., 2019; Dåderman & Ragnestål-Impola, 2019). The Dark Triad—comprising subclinical narcissism, Machiavellianism, and subclinical psychopathy—provides a useful framework for understanding the interplay of these traits in toxic workplace behaviors (Tóth-Király et al., 2019; Dåderman & Ragnestål-Impola, 2019). Among these traits, narcissism is especially salient, and meta-analyses and systematic reviews consistently identify it as a robust predictor of bullying behaviors, often surpassing other personality traits in explanatory power (Gülüm & Escartín, 2023; Fernández-del-Río et al., 2021).

Empirical studies in nursing and other professions have found that pathological narcissism is the strongest predictor of workplace bullying, even after controlling for organizational culture and other factors (Yıldırım & Yıldırım, 2022; Stiefenhofer et al., 2025). Individuals with narcissistic tendencies are more likely to engage in bullying as a means of asserting dominance, maintaining control, or protecting a fragile self-image, and their behaviors—ranging from overt aggression to subtle undermining—are rooted in a chronic sense of inadequacy and a compulsion to devalue others to restore their sense of superiority (Regnaud, 2014; Tóth-Király et al., 2019; Kernberg, 1984; Ronningstam, 2025).

The Psychological and Developmental Roots of Narcissistic Envy

Envy is a core feature of NPD, as recognized in the DSM-5-TR diagnostic criteria: “Is often envious of others or believes that others are envious of him or her” (APA, 2022). The DSM-5-TR is the most current edition and serves as the standard for diagnosis. While most people experience envy as a fleeting emotion, for those with NPD, envy is persistent, intense, and often weaponized. Narcissistic envy stems from early attachment trauma and emotional splitting, where the individual’s sense of self is fragmented and dependent on external validation (Kernberg, 1984; Ronningstam, 2025). Rather than simply desiring the achievements or qualities of others, this envy manifests as a compulsion to undermine or devalue those envied individuals as a means of evading distressing sensations of inadequacy and inner void.

Neuroscientific research reveals consistent structural and functional differences in the brains of individuals with Narcissistic Personality Disorder (NPD). These include reduced gray matter in the anterior insula (linked to empathy deficits), dysregulated reward processing in the ventral striatum, and disrupted self-referential processing in the medial prefrontal cortex (Röpke et al., 2013; Schulze et al., 2021; Czar & Dufner, 2023). Weakened connectivity between the prefrontal cortex and striatum (termed frontostriatal pathway dysfunction) compromises the integration of self-relevant and reward-related signals (Chester et al., 2016). This neural profile heightens sensitivity to ego threats while driving compulsive external validation-seeking. In workplace contexts, these differences fuel persistent envy, manifesting as destructive behaviors, which are maladaptive attempts to alleviate inner emptiness (Einarsen et al., 2020; Freeman, 2024).

Envy as a Defense Against Shame and Inner Emptiness

For those with narcissistic tendencies, envy serves as a psychological shield against overwhelming feelings of shame and a profound sense of internal void (McLean Hospital, 2024; Ronningstam, 2025). The accomplishments or qualities of others can trigger intense discomfort and feelings of defectiveness, prompting defensive reactions aimed at undermining or devaluing those envied figures, such as spreading rumors, stealing credit, or excluding colleagues, to restore a sense of superiority. Shame is particularly intolerable for those with NPD (McLean Hospital, 2024; Ronningstam, 2025). To protect their self-image, they may project their feelings of inadequacy onto others, accusing them of the shortcomings they fear in themselves. When faced with criticism or failure, those with narcissistic tendencies might respond with anger, contempt, or withdrawal. Despite outward displays of confidence, they often experience significant internal turmoil, including self-doubt, insecurity, and a persistent fear of being exposed as inadequate.

The Impact of Workplace Bullying on Victims

Workplace bullying has profound and lasting consequences for victims. Studies consistently show that exposure to systematic negative acts at work increases the risk of developing depression, anxiety, and suicidal ideation, as well as physical health problems such as cardiovascular disease and type 2 diabetes (Einarsen et al., 2020; Leymann, 1996; Nielsen & Einarsen, 2012). Victims are also more likely to experience sickness absence, presenteeism (being at work while unwell), intention to leave their jobs, and early retirement (Einarsen et al., 2020). These findings are supported by longitudinal and meta-analytic research, confirming that workplace bullying is a significant risk factor for both psychological and physiological distress.

Moral injury, a concept developed by Litz and colleagues and further explored by Jennifer Freyd in the context of institutional betrayal, refers to the psychological harm experienced when individuals witness or are forced to participate in actions that conflict with their deeply held moral beliefs (Litz et al., 2009; Freyd, 2014). In the workplace, moral injury may arise when organizations fail to address bullying or when victims are forced to remain silent due to fear of retaliation. This betrayal can compound the trauma of bullying, leading to feelings of guilt, shame, anger, and a loss of trust in the organization (Freyd, 2014; Smith & Freyd, 2014).

Narcissistic Traits Among Leaders and Executives

Within corporate environments, narcissistic traits are often overrepresented among leaders and executives. Research suggests that up to 18% of CEOs exhibit moderate-to-high levels of narcissism, a rate substantially higher than in the general population (Chatterjee & Hambrick, 2007, as cited in Stiefenhofer et al., 2025). Individuals with narcissistic tendencies are more likely to hire and promote others with such makeup, creating a management culture that is highly competitive and prone to conflict (Yıldırım & Yıldırım, 2022; Regnaud, 2014). This phenomenon is not limited to CEOs; narcissistic tendencies can permeate entire executive teams, increasing the risk of workplace bullying, high turnover, and organizational instability (Stiefenhofer et al., 2025; Regnaud, 2014).

Subtypes of Narcissism and Their Workplace Impact

Narcissistic Personality Disorder is not a monolithic condition. Clinical and research literature identifies several subtypes, each with distinct characteristics and workplace behaviors. The DSM-5-TR defines NPD primarily in terms of grandiosity, entitlement, exploitative behavior, lack of empathy, envy, and arrogant attitudes (American Psychiatric Association [APA], 2022). The diagnostic model has been criticized for emphasizing external, socially provocative features and neglecting internal experiences such as vulnerability, insecurity, and shame (McLean Hospital, 2024). This underscores the importance of recognizing both overt and covert forms of narcissism.

Overt Narcissism: Grandiose, or overt, narcissism is marked by arrogance, entitlement, and a lack of empathy. Individuals with this form of NPD seek power and control, dominate conversations, and demand admiration (American Psychiatric Association, 2022; Yıldırım & Yıldırım, 2022). Their bullying tactics are often direct and overt, but they may also use indirect methods to maintain dominance (Stiefenhofer et al., 2025).

Covert Narcissism: Vulnerable, or covert, narcissism, on the other hand, is characterized by hypersensitivity, insecurity, and resentment. These individuals are more likely to engage in passive-aggressive behaviors, subtle undermining, and indirect aggression (American Psychiatric Association, 2022; McLean Hospital, 2024). Research indicates that covert bullying is often more damaging than overt forms, as it is less visible and can leave targets questioning whether the mistreatment occurred, particularly when there are no witnesses (Björkqvist, Österman, & Lagerspetz, 1994; Einarsen, Hoel, & Notelaers, 2009). Victims may experience profound self-doubt and a diminished sense of self-worth, as the ambiguity of covert aggression makes it harder to identify, address, and seek support for (Leymann, 1996; Nielsen & Einarsen, 2012).

Malignant Narcissism: Malignant narcissism, first described by Erich Fromm (1964) and later expanded by Otto Kernberg (1984), is a severe form of NPD marked by antisocial, paranoid, and sadistic features. Individuals with malignant narcissism lack empathy, manipulate and exploit others, and may derive pleasure from the suffering of others (Kernberg, 1984; Fromm, 1964). In the workplace, they are capable of highly destructive behaviors, including sabotage, intimidation, and criminal acts. Although not a formal DSM-5 diagnosis, malignant narcissism is recognized as a significant risk factor for extreme workplace bullying and organizational harm (Kernberg, 1984; Fromm, 1964).

Photo by Megan Watson @meganwatson via Unsplash.

The Interplay of Narcissism, Psychopathy, and Sociopathy

While NPD is a primary driver of workplace bullying, it is important to recognize the roles of related personality disorders, such as psychopathy and antisocial personality disorder (ASPD), commonly referred to as sociopathy. The prevalence of psychopathy in the general adult population is estimated at 4.5%, though this rate varies depending on the measurement tool and sample (Coid et al., 2009). Using the Psychopathy Checklist-Revised (PCL-R), which is considered the gold standard, the prevalence is approximately 1.2% (Coid et al., 2009). Psychopathy is more commonly diagnosed among men and is associated with traits such as egocentricity, lack of empathy, and manipulative behavior. However, recent research indicates that psychopathy in women may be significantly underreported due to assessment biases and differences in behavioral expression. Individuals with psychopathic traits are more likely to engage in relational and verbal aggression, manipulation, and social exclusion, which can make psychopathy less visible and less likely to be detected by standard diagnostic tools (Forouzan & Cooke, 2005; Boddy, 2024; Wynn et al., 2012).

In corporate leadership, individuals with psychopathic traits are significantly overrepresented, with some studies suggesting that as many as 12% of senior leaders display psychopathic traits (Babiak & Hare, 2006). This makes psychopathy up to twelve times more common among executives than in the general population. Individuals with psychopathic traits are capable of causing immense harm to organizations, as their lack of empathy and propensity for manipulation can lead to unethical decisions, financial losses, and widespread employee suffering (Babiak & Hare, 2006).

Antisocial personality disorder (ASPD), sometimes referred to as sociopathy, is characterized by a pattern of manipulation, exploitation, and criminal behavior. The prevalence of ASPD in the general adult population is estimated at 1% to 4%, with higher rates among men (3–6%) than women (1–2%) (American Psychiatric Association, 2013). Individuals with ASPD are more likely to have legal difficulties, impulsive behaviors, and a history of childhood conduct problems. Those with ASPD may still rise to leadership positions due to their charisma and risk-taking tendencies (Babiak & Hare, 2006).

The interplay of NPD, psychopathy, and ASPD—collectively known as the Dark Triad—in the workplace creates a complex and often harmful environment. Individuals with NPD seek admiration and control, individuals with psychopathic traits manipulate and exploit, and individuals with ASPD engage in impulsive and rule-breaking behavior. All three disorders are associated with a lack of empathy and a propensity for bullying, but they differ in their motivations and manifestations. Individuals with NPD are driven by a need for validation and a fear of shame, individuals with psychopathic traits by a desire for power and personal gain, and individuals with ASPD by impulsivity and a disregard for social norms (American Psychiatric Association, 2013; Babiak & Hare, 2006; Kernberg, 1984; Tóth-Király et al., 2019).

Addressing Workplace Narcissism and Its Effects

Understanding the prevalence and dynamics of these disorders is crucial for organizations seeking to address workplace bullying and promote healthy, supportive environments. By fostering transparency, accountability, and open communication, organizations can mitigate the harm caused by individuals with NPD, psychopathy, or ASPD (Stiefenhofer et al., 2025; Yıldırım & Yıldırım, 2022; Regnaud, 2014). Training for managers and employees on recognizing and responding to toxic behavior can help reduce the impact of workplace bullying and create a culture of respect and collaboration.

Organizations should implement transparent performance evaluations, 360-degree feedback, and formal anti-bullying policies to empower victims and prevent bullying. Structured mentorship programs, rotation of leadership roles, and anonymous peer reviews can further reduce opportunities for individuals with narcissistic tendencies to exploit hierarchical dynamics (Stiefenhofer et al., 2025). Team-based recognition and reward systems shift the focus from individual dominance to collective achievement, fostering an inclusive culture that discourages bullying and enhances morale.

Conclusion

Workplace narcissism is deeply intertwined with the dynamics of power, envy, and inner emptiness. Narcissistic Personality Disorder, along with related disorders such as psychopathy and antisocial personality disorder, constitutes a significant source of workplace bullying and dysfunction. Recognizing the central role of these psychological forces, including the developmental roots of envy and the neurobiological and personality underpinnings of destructive behaviors, is crucial for developing effective interventions and fostering healthier, more supportive organizational cultures.

If you or someone you know is experiencing workplace bullying, seek support from trusted mental health professionals. Early intervention and assertive responses are key to breaking the cycle of abuse and restoring workplace well-being.

References:

American Psychiatric Association. (2013). Diagnostic and statistical manual of mental disorders (5th ed.).
American Psychiatric Association. (2022). Diagnostic and statistical manual of mental disorders (5th ed., text rev.).
Babiak, P., & Hare, R. D. (2006). Snakes in suits: When psychopaths go to work. HarperBusiness.
Björkqvist, K., Österman, K., & Lagerspetz, K. M. J. (1994). Sex differences in covert aggression among adults. Aggressive Behavior, 20(1), 27–33. https://doi.org/10.1002/1098-2337(1994)20:1<27::AID-AB2480200105>3.0.CO;2-Q
Boddy, C. R. (2024). A Climate of Fear: Stone Cold Psychopaths at Work (or relevant journal article if available).
Brusadelli, E., Benfante, A., Di Sarno, M., & Preti, E. (2023). The dark side of empathy in narcissistic personality disorder. Frontiers in Psychiatry, 14, 1074558. https://doi.org/10.3389/fpsyt.2023.1074558
Brusadelli, E., & Toddi, S. (2024). Narcissistic Personality Disorder through psycholinguistic analysis and network science: A review of existing studies and future directions. Frontiers in Behavioral Neuroscience, 18, 1354258. https://doi.org/10.3389/fnbeh.2024.1354258
Chatterjee, A., & Hambrick, D. C. (2007). It’s all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, 52(3), 351–386.
Chester, D. S., Lynam, D. R., Powell, D. K., & DeWall, C. N. (2016). Narcissism is associated with altered frontostriatal white matter microstructure. Journal of Personality Disorders, 30(6), 721–736. https://doi.org/10.1521/pedi_2016_30_252
Coid, J., Yang, M., Ullrich, S., Roberts, A., & Hare, R. D. (2009). Prevalence and correlates of psychopathic traits in the household population of Great Britain. International Journal of Law and Psychiatry, 32(2), 65–73.
Czar, K. A., & Dufner, M. (2023). The Neural Correlates of Narcissism: Is There a Connection with the Desire for Fame? Journal of Personalized Medicine, 13(10), 1520. https://doi.org/10.3390/jpm13101520
Dåderman, A. M., & Ragnestål-Impola, C. (2019). Workplace bullies, not their victims, score high on the Dark Triad and Extraversion, and low on Agreeableness and Honesty-Humility. Heliyon, 5(10), e02609. https://doi.org/10.1016/j.heliyon.2019.e02609
Einarsen, S., Hoel, H., & Notelaers, G. (2009). Measuring exposure to bullying and harassment at work: Validity, factor structure and psychometric properties of the Negative Acts Questionnaire-Revised. Work & Stress, 23(1), 24–44. https://doi.org/10.1080/02678370902815673
Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (Eds.). (2020). Bullying and harassment in the workplace: Developments in theory, research and practice (3rd ed.). CRC Press.
Fernández-del-Río, E., Ramos-Villagrasa, P. J., & Escartín, J. (2021). The incremental effect of Dark personality over the Big Five in workplace bullying: Evidence from perpetrators and targets. Personality and Individual Differences, 168, 110383. https://doi.org/10.1016/j.paid.2020.110383
Forouzan, E., & Cooke, D. J. (2005). Figuring out la femme fatale: Conceptual and assessment issues concerning psychopathy in females. Behavioral Sciences & the Law, 23(6), 765–778. https://doi.org/10.1002/bsl.669
Freeman, J. B. (2024). Understanding the neurobiology of narcissism: Implications for workplace behavior. Current Opinion in Psychology, 56, 101769. https://doi.org/10.1016/j.copsyc.2023.101769
Freyd, J. J. (2014). Institutional betrayal. American Psychologist, 69(6), 575–587. https://doi.org/10.1037/a0037564
Fromm, E. (1964). The heart of man: Its genius for good and evil. Harper & Row.
Gülüm, Ö., & Escartín, J. (2023). The making and breaking of workplace bullying perpetration: A systematic review on the antecedents, moderators, mediators, outcomes of perpetration and suggestions for organizations. Psychiatry Research, 320, 115042. https://doi.org/10.1016/j.psychres.2023.115042
Kernberg, O. F. (1984). Severe personality disorders: Psychotherapeutic strategies. Yale University Press.
Leymann, H. (1996). The content and development of mobbing at work. European Journal of Work and Organizational Psychology, 5(2), 165–184. https://doi.org/10.1080/13594329608414853
Litz, B. T., Stein, N., Delaney, E., Lebowitz, L., Nash, W. P., Silva, C., & Maguen, S. (2009). Moral injury and moral repair in war veterans: A preliminary model and intervention strategy. Clinical Psychology Review, 29(8), 695–706. https://doi.org/10.1016/j.cpr.2009.07.003
McLean Hospital. (2024, September). Narcissistic Personality Disorder: A Basic Guide for Providers. https://www.mcleanhospital.org/essential/narcissistic-personality-disorder
Nielsen, M. B., & Einarsen, S. (2012). Outcomes of exposure to workplace bullying: A meta-analytic review. Work & Stress, 26(4), 309–332. https://doi.org/10.1080/02678373.2012.734709
Regnaud, D. A. (2014). The relationship between top leaders' observed narcissistic behaviors and workplace bullying (Doctoral dissertation, Walden University). https://scholarworks.waldenu.edu/dissertations/1147
Ronningstam, E. (2025). Narcissistic personality disorder: Progress in understanding and treatment. Harvard Review of Psychiatry, 33(1), 12–22.
Röpke, S., Dziobek, I., Schilbach, L., & Heekeren, H. R. (2013). Neuronal correlates of impaired empathy in narcissistic personality disorder. Psychiatry Research: Neuroimaging, 214(3, 390–394. https://doi.org/10.1016/j.pscychresns.2013.08.004
Schulze, L., Dziobek, I., & Vater, A. (2021). Can neuroscience help to understand narcissism? A systematic review of 34 neuroscience studies. Psychological Medicine, 52(15), 1–15. https://doi.org/10.1017/S0033291721001376
Smith, C. P., & Freyd, J. J. (2014). Institutional betrayal. American Psychologist, 69(6), 575–587. https://doi.org/10.1037/a0037564
Stiefenhofer, P., Deniz, C., Xie, L., & Qian, J. (2025). My boss is a narcissist bully: A game theoretic approach to stop bullies. arXiv preprint arXiv:2503.14262.
Tóth-Király, I., Morin, A. J. S., Bőthe, B., Orosz, G., & Rigó, A. (2019). Workplace bullies, not their victims, score high on the Dark Triad and self-esteem. Personality and Individual Differences, 149, 303–310. https://doi.org/10.1016/j.paid.2019.06.009
Wynn, R., Høiseth, M. H., & Pettersen, G. (2012). Psychopathy in women: Theoretical and clinical perspectives. International Journal of Women’s Health, 4, 257–263. https://doi.org/10.2147/IJWH.S25518
Yıldırım, D., & Yıldırım, A. (2022). Pathological narcissism, interpersonal cognitive distortions, and workplace bullying among nurses: A cross-sectional study. Journal of Nursing Management, 30(6), 1855–1864. https://doi.org/10.1111/jonm.13706