Narcissistic CEOs and organizations:
The Case of CEO Michael O’Leary and Ryanair
by
Lilly Bloemberg
University of Groningen Faculty of Economics and Business
Research Paper for Pre-MSc IB&M (EBS014A10)
June, 2020
TABLE OF CONTENTS
1 INTRODUCTION AND CENTRAL RESEARCH QUESTION ... 3
1.1 Initial motive ... 3
1.2 Problem description and analysis ... 3
1.3 Central Research Question ... 3
1.4 Research Questions ... 4
1.5 Method ... 4
2 LITERATURE REVIEW ... 5
2.1 Narcissism: definition and description ... 5
2.2 The characteristics or symptoms, and types of narcissism ... 6
2.3 A narcissistic leader ... 7
2.4 A narcissistic organization ... 8
2.5 The influence of a narcissistic leader on the organization ... 9
2.6 The effects of the influence of narcissistic leaders on organizations ... 10
2.7 How can a narcissistic leader and narcissistic organization be identified, ... 11
diagnosed and measured? ... 11
2.8 Is Michael O’Leary, a narcissistic leader? ... 12
2.9 Is Ryanair a narcissistic organization? ... 14
3 HYPOTHESES ... 16
4 RESEARCH PLAN ... 18
4.1 Sample ... 18
4.2 Measurement and measures ... 18
4.3 Research design ... 19
4.4 Analysis ... 20
5 ANALYSIS, DISCUSSION ... 21
6 CONCLUSIONS AND RECOMMENDATIONS ... 22
1 INTRODUCTION AND CENTRAL RESEARCH QUESTION
1.1 Initial motive
This paper contains the research of the topic ‘Narcissistic CEOs and organizations’ with the support of a realistic case. The purpose of this paper is to obtain better understanding of the topic of narcissism, focusing on narcissistic CEOs, narcissistic organizations and the link between the two. In addition to the literature review, the theory is applied to a case. The case concerns the company Ryanair with CEO Michael O’Leary.
1.2 Problem description and analysis
The organizational strategy, leading to the organizational performance, is directed by the top management of a company. The chief executive officer (CEO) has a key position in the top management. Narcissism is increasingly more often used to identify and explain destructive behavior of CEOs and organizations (Campbell, Hoffman, Campbell, & Marchisio, 2011). Due to the key position of the CEO in the organization, CEO narcissism can have major (destructive) consequences for the organization which makes CEO narcissism relevant to research.
The theory is applied to a case of Ryanair’s CEO Michael O’Leary. Ryanair is a budget airline, founded in 1984 in Ireland. O’Leary has been the CEO of Ryanair since 1994 and moved up to Group CEO of Ryanair Holdings on April 1, 2019 (Ryanair, 2020). O’Leary has been famous for its outspoken comments, such as calling competitors Lufthansa and AirFrance ‘state aid junkies’ (EuroNews, 2020) and calling his own workers ‘lazy bastards’ and passengers ‘idiots’ (NewStatesmen, 2017). In addition to the outspoken comments, some actions of O’Leary could be associated with narcissism, which is the reason why Michael O’Leary has been chosen as a case for this paper.
1.3 Central Research Question
Based on the above discussion of the topic, the following central research question is addressed in this paper:
1.4 Research Questions
The central research question is formulated by the help of several supporting research questions, as the research questions cover the different elements of the central research question. The research questions are divided into theory questions and case questions in order to first research the general topic of narcissism, a narcissistic leader and organization. Moreover, to research the short-term and long-term effects of narcissism on the organization. In the case questions, the relevant theory of the theory questions is used to analyze the case of CEO Michael O’Leary and organization Ryanair. The research questions are shown in table 1.
Theory questions
1. What is narcissism?
2. What are the characteristics or symptoms, and types of narcissism? 3. What is a narcissistic leader?
4. What is a narcissistic organization?
5. How does a narcissistic leader influence the organization? 6. What are the effects of this influence?
7. How can a narcissistic leader and narcissistic organization be identified, diagnosed and measured?
Case questions
8. Is CEO Michael O’Leary, a narcissistic leader? 9. Is Ryanair a narcissistic organization?
Table 1: Research questions
1.5 Method
2 LITERATURE REVIEW
The literature review consists of the investigation and answering of the research questions. The research questions are divided into theory questions and case questions.
THEORY QUESTIONS
The theory questions research several subjects of the topic of narcissism: a definition and description, the characteristics and different types, a narcissistic leader, a narcissistic organization and the influence and potential effects of a narcissistic leader on the organization.
2.1 Narcissism: definition and description
Narcissism is a common term, which was first used by Ellis (1898). Ellis describes narcissism as ‘a clinical condition of perverse self-love’. Freud (1957) identified the key concepts of narcissism, being: ‘self-admiration, self-grandiose and seeing others as an extended version of ones’ self’. A healthy degree of narcissism is possible, as confidence and extraversion are common personal characteristics. But narcissism is commonly considered to be a personal trait as it mostly comes in an unhealthy degree. The focus in this paper lies on the unhealthy degree of narcissism, also characterized as the narcissistic personality disorder (NPD). The American Psychiatric Association (APA) states that when an individual shows an ‘extensive pattern of grandiosity’, together with a ‘need for admiration and lack of empathy’, one qualifies for NPD (Rosenthal & Pittinsky, 2006). The criteria for diagnosing NPD are listed in The Diagnostic and Statistical Manual of Mental Disorders (DSM), and used in this paper to diagnose NPD (Wikipedia, 2020).
Narcissism is defined and described in several ways. Campbell et al. (2011), defines narcissism as ‘a relatively stable individual difference consisting of grandiosity, love and inflated views’. Duchon & Burns (2008) describes narcissism as the personal trait of being self-absorbed, having an obsession with success and power, feels unique and takes advantage of others. In addition to that, lack of empathy and feeling superior to others are key components of narcissism as well.
themselves and their possessions is common. Narcissism is commonly identified at the top of organizations, as the list of successful CEOs that fit the narcissism profile is long. CEOs are mostly appreciated because of optimistic, passionate behavior with a strong vision. Accompanied by lack of empathy and aggressive attitudes towards criticism (Hogan & Kaiser, 2005).
2.2 The characteristics or symptoms, and types of narcissism
The characteristics/symptoms of narcissism are listed in The Diagnostic and Statistical Manual of Mental Disorders (DSM). The DSM-5 is a list of nine criteria. The list is shown in table 2.
1. Grandiosity with expectations of superior treatment from other people 2. Continually demeaning, bullying and belittling others
3. Exploiting others to achieve personal gain
4. Lack of empathy for the negative impact they have on the feelings, wishes, and needs of
other people
5. Fixation on fantasies of power, success, intelligence, attractiveness, etc.
6. Self-perception of being unique, superior, and associated with high-status people and
institutions
7. Need for continual admiration from others
8. Sense of entitlement to special treatment and to obedience from others 9. Intense envy of others, and the belief that others are equally envious of them
Table 2: DSM-5 list for narcissism (Wikipedia, 2020)
Campbell et al. (2011), elaborate two major forms of narcissism: grandiose narcissism and vulnerable narcissism. Grandiose narcissism is the form of narcissism that is brought to mind when people assume a person to be narcissistic. The symptoms of grandiose narcissism are overconfidence, extraverted, dominant, seeking for attention and accomplishment where criticism is not accepted. The other major form of narcissism is vulnerable narcissism: someone who is hostile, thinks that the world is against him or her and has low self-esteem. A vulnerable narcissist tends to be depressed and is anxious. So, the major forms of narcissism are opposites: grandiose narcissism seems to develop from parental overvaluation whereas vulnerable narcissism seems to develop from parental coldness. Both have different symptoms and expressions but have fall under the same personal trait called narcissism. In this paper, the focus lies on the grandiose form of narcissism.
2.3 A narcissistic leader
This paragraph starts off with the definition of a leader and explains the position of a CEO. After that, narcissism in CEO positions is further researched which leads to the explanation of a narcissistic leader.
Due to the key position of the CEO in the organization, CEO narcissism can have major (destructive) consequences for the organization. These consequences are further elaborated in paragraph 2.6.
2.4 A narcissistic organization
Narcissism is commonly associated with people, but organization can also have a narcissistic identity. In this part, a narcissistic organization is described. This is researched on basis of the criteria of Godkin and Allcorn (2009) for diagnosing the arrogant organizational disorder. This similar to NPD but is applicable for organizations.
All organizations have identities, and identities change and develop over time due to changing circumstances. The identity of an organization reflects the norms, values and beliefs of the organization, created by its employees, focusing on the board. Godkin and Allcorn (2009) suggest criteria for diagnosing the arrogant organizational disorder. When an organization matches the criteria, it is considered to have a narcissistic identity. The criteria are shown in table 3 below.
1. Exceptional pride is held for the organization, its accomplishments and great hope is held for future successes. Leaders see few limitations regarding what may be accomplished and are not inhibited as to how to accomplish goals.
2. Feelings of exceptional entitlement support exploitiveness of others, customers and the public interest.
3. When excessive pride is threatened and the pursuit of goals frustrated envy and rage arise.
4. There is a history of firings and demotions and of non-supporters and resistors being banished to internal organizational Siberias. Resistance is a threat and will not be tolerated.
5. Management by intimidation is common.
6. Fear suppresses accurate reality testing and creativity.
8. Others are frequently blamed and scapegoated.
9. The sense of mood within the organization is unpredictable where one day a great success is celebrated, and a week later there exists despair over not achieving the smallest of goals.
1 0.
Many in the organization are alienated from the organization and its leadership group preferring to hide out in their foxholes (offices and cubicles).
1 1.
In and out group dynamics are polarized and there is considerable evidence of distressing and destructive internal competition and open warfare
Table 3: Criteria for diagnosing the arrogant organizational disorder (Godkin and Allcorn, 2009)
Based on the list of eleven criteria above, seven out of eleven criteria must be present for a diagnosis of arrogant organizational disorder.
2.5 The influence of a narcissistic leader on the organization
The CEO has a key position in the top management. Due to this key position, CEOs can have explicit influence on the company’s HR system, organizational strategy and organizational performance. The influence of a narcissistic leader on the organization is researched in this part.
2.6 The effects of the influence of narcissistic leaders on organizations
As CEOs can have explicit influence on the company’s HR system, organizational strategy and performance, the opinion and perspectives of the CEO matter. The effect of this influence is researched in this paragraph.
Narcissism can cause both positive and negative outcomes. A healthy degree of narcissism predicts outcomes in favor for the narcissist, for instance, being positive, passionate and having confidence. Whereas an unhealthy degree of narcissism leads to a negative outcome for both the narcissist as for the parties that are close to the narcissist.
In the previous part of this paper, the influence of the CEO on the organization is researched. The first component of the organization that the CEO influences is the HR system, accompanied by the organizational culture. As stated in the previous part, leaders serve as a role model for other employees. The link between narcissistic leadership and organizations is described by Campbell et al. (2011) as narcissism taking a prominent place in the perception of leadership. Benson & Campbell (2011) state that ‘leaders with a dark side personality show more dysfunctional performance with consequent adverse impact on followers and the organization’. In addition to that, CEO narcissism is a major cause of ‘bad’ leadership, as Higgs (2009) describes. Bad leadership affects the organizational culture, thus the HR system even more.
To conclude, a CEO that suffers from narcissism can have a destructive impact on the organization. It is common that narcissism at CEO level leads to short-term success but long-term disasters such as bankruptcy. A healthy degree of CEO narcissism can influence the organization in a positive way as it stimulates ambition and growth whereas an unhealthy degree of narcissism can lead to ‘bad’ leadership and all that is associated with that.
2.7 How can a narcissistic leader and narcissistic organization be identified, diagnosed and measured?
For identifying a narcissistic leader, the DSM-5 list of characteristics/symptoms of narcissism is used. This list is added in paragraph 2.2 of this paper. The DSM-5 indicates that once one possesses a minimum of five out of the nine characteristics, this person is indicated with NDP. To measure the characteristics that are described in the DSM-5 criteria, The Narcissistic Personality Inventory (NPI) by Raskin and Hall (1981) is used. The NPI is a general measure for individual narcissism. This measure is is designed on basis of the DSM characteristics. The NPI consists of 40 items that identify narcissism. A shorter version of the 40 is the NPI-16 by Ames, Rose & Anderson (2006), which consists of NPI-16 items. The NPI-16-item NPI list is added in appendix A.
CASE QUESTIONS
After researching the theory questions in the first part of this paper, the second part consists of the case questions. Both parts are interrelated where the second part, the case questions, is a continuation on the first part, the theory questions. In the case questions, the theory is used to analyze the case of CEO Michael O’Leary and organization Ryanair.
2.8 Is Michael O’Leary, a narcissistic leader?
In order to answer the question whether Michael O’Leary is a narcissistic leader, several sources are used to research if O’Leary’s actions are in line with the characteristics/symptoms of the DSM-5. Therefore, in this part, outspoken actions of O’Leary are highlighted and compared to the characteristics of narcissism.
Michael O’Leary has been famous for its outspoken comments, such as calling competitors Lufthansa and AirFrance ‘state aid junkies’ (EuroNews, 2020), stating that terrorists are ‘generally Muslim men’ (The Guardian, 2020) and calling his own workers ‘lazy bastards’ and passengers ‘idiots’ (NewStatesmen, 2017). These explicit statements of O’Leary are match with the DSM characteristic of continually demeaning, bullying and belittling others. Besides the regularly occurring outspoken comments of O’Leary, some outspoken actions took place which are compared to the DSM-5 criteria.
In addition to that, one of the determinants for CEO narcissism is the determinant power, which is the ability to influence the decision-making process and the organizational strategy. The determinant power is clearly present in the ambition of O’Leary to prove that he is possible of repositioning himself and the organization.
The ‘Always Getting Better’ campaign led to a 40 percent profit improvement for the end of March 2015. By November 2015, share prices have been more than doubled since the campaign started. But O’Leary took the most profit of it. His own net worth rose by approximately €500 million. Acting out of own interest instead of the groups’ interest is one characteristic of narcissism and it is in line with the DSM characteristic for narcissism of exploiting others to
achieve personal gain. In this case, O’Leary exploits the company Ryanair to achieve personal
gain as he took most profit of this campaign. Moreover, one of the five determinants for CEO narcissism is compensation, the reward that CEOs receive for their performance. The need for a high compensation for outrageous performance is a determinant for CEO narcissism.
In an article of BBC News (2019), the news is shown that O’Leary has warned staff to prepare for a job cut. O’Leary is talking about 900 jobs that are at risk because the airline that 900 too many pilots and cabin crew. O’Leary states that job losses will take place during winter, end of summer and immediately after Christmas. This last statement is important to compare with the DSM criteria as it is in line with the lack of empathy for the negative impact on the feelings,
wishes and needs of other people. Firing such a high number of employees just after Christmas
is not something someone with empathy would do, especially because the news was announced in a video message.
2.9 Is Ryanair a narcissistic organization?
To answer the question whether Ryanair is a narcissistic organization, the criteria of Godkin and Allcorn (2009) are used for assessing the arrogant organizational disorder.
In continuation on the article that is used in the previous paragraph of BBC News (2019), the decision of the company to fire 900 employees is an example of the criteria of Godkin and Allcorn that management by intimidation is common. By the help of a video message, O’Leary threatened that 900 jobs will be cancelled soon.
Ryanair has been using filtered information flows to alter organizational reality by claiming that they are a low CO2 airline and advertised with this statement but after testing, it turned out not to be. The statement was based on the youngest aircraft, flying on 97% full on average. Ryanair’s statement was unclear, and their environmental claims were rejected (BBC, 2020).
In the article about the ‘Always Getting Better’ campaign of Cooper (2018) it is stated that Kenny Jacobs (Chief Marketing) said that the aim of the campaigns and taken steps where ‘to become as liked as we are useful’. This is quite a self-confident statement, where Ryanair assumes to be ultra-useful and therefore want to be liked in that way as well. Moreover, Jacobs stated that Ryanair wants to build consumer trust ‘but on basis of giving people what they wanted rather than engaging in corporate social responsibility nonsense’. Exceeding (ethical/social) barriers in order to serve own purposes is one of the major effects of CEO narcissism on organizations. Moreover, this is in line with the criteria of Godkin and Allcorn:
having feelings of exceptional entitlement support exploitiveness of others, customers and the public interest.
In 2014, Ryanair opened a new HQ which has game rooms, a slide from upstairs to the reception downstairs and motivational quotes on the wall (Cooper, 2018). The new Ryanair HQ was compared to the Google HQ because of its extraordinary features. Opening a new office with extraordinary features is associated with the criteria of Godkin and Allcorn of exceptional pride
held for the organization, its accomplishments and great hope is held for future successes.
criteria of the list. Therefore, Ryanair is considered to be a narcissistic organization but is not diagnosed with the arrogant organizational disorder.
3 HYPOTHESES
Hypotheses are expected outcomes of the research in this paper. The hypotheses are created in order to test potential outcomes of the research. As three potential outcomes of the research are possible, three hypotheses are elaborated. The central research question of this paper is: ‘Are both Ryanair’s CEO Michael O’Leary and the organization Ryanair itself narcissistic? On basis of the central research question and previous literature review, two sets of hypotheses are created. The first hypothesis test whether Michael O’Leary’s behavior is characterized by narcissism using the DSM-5 criteria. The second hypothesis tests whether Ryanair behavior is characterized by narcissism or not, using the criteria of Godkin and Allcorn. One additional hypothesis is created in order to test the relationship between hypothesis 1 and 2.
Hypothesis 1: Ryanair’s CEO Michael O’Learys’ behavior is...
H0: Michael O’Learys’ behaviour is characterised by narcissism H1: Michael O’Learys’ behaviour is not characterised by narcissism
H0 H1
1. a Grandiosity with expectations of superior treatment from other people
Michael O’Leary does not exhibit this characteristic 1.b Continually demeaning, bullying and belittling others
1.c Exploiting others to achieve personal gain
1.d Lack of empathy for the negative impact they have on the feelings, wishes, and needs of other people
1.e Fixation on fantasies of power, success, intelligence, attractiveness, etc.
1.f Self-perception of being unique, superior, and associated with high-status people and institutions
1.g Need for continual admiration from others
1.h Sense of entitlement to special treatment and to obedience from others
1.i Intense envy of others, and the belief that others are equally envious of them
Hypothesis 2: Ryanair’s behavior is…
H0: Ryanair’s behaviour is characterised by narcissism H1: Ryanair’s behaviour is not characterised by narcissism
H0 H1
2.a Exceptional pride is held for the organization, its
accomplishments and great hope is held for future successes.
Ryanair does not exhibit this characteristic 2.b Feelings of exceptional entitlement support exploitiveness of
others, customers and the public interest.
2.c When excessive pride is threatened and the pursuit of goals frustrated envy and rage arise.
2.d There is a history of firings and demotions and of non-supporters. Resistance is a threat and will not be tolerated.
2.e Management by intimidation is common.
2.f Fear suppresses accurate reality testing and creativity.
2.g Filtered information flows alter organizational reality and magical thinking is present.
2.h Others are frequently blamed and scapegoated.
2.i The sense of mood within the organization is unpredictable. 2.j Many in the organization are alienated from the organization and
its leadership group preferring to hide out in their foxholes. 2.k In and out group dynamics are polarized and there is considerable
evidence of distressing and destructive internal competition and open warfare
Table 5: Hypotheses set 2
Hypotheses 3: Narcissism of Ryanair’s CEO Michael O’Leary is related to narcissism of the organization Ryanair itself
H0: CEO narcissism of Michael O’Leary is related to organizational narcissism of Ryanair
4 RESEARCH PLAN
Chapter 4 contains the research plan for this paper. The research plan is designed in such a way that the hypotheses can be tested. In this research paper, the plan is not executed. This plan is created under the assumption that both the CEO Michael O’Leary and the organization Ryanair fully cooperate in the research so that data can be collected by a market research company and the research plan can be executed. Chapter 4 consists of four topics: the sample, measurement and measures, the research design and the analysis.
In order to find the answer and test the hypotheses, quantitative research is conducted. Hypotheses 1 and 2 are tested through surveys and hypothesis 3 is tested in SPSS on basis of the data derived from hypotheses 1 and 2.
4.1 Sample
In order to test hypotheses 3, data on hypotheses 1 and 2 has to be collected. The quantitative data is derived from current employees of Ryanair. Due to accessibility to the respondents, only current employees of Ryanair will be taken into account. Ryanair has 17,500 employees in 2019 (Wikipedia, 2019). Therefore, the population for this research is approximately 17,500. The whole population will be taken into account for this research, excluding the board. In order to be able to compare the results of the survey, two subgroups are tested: middle level management and operation level employees. In this way, the two groups can be compared, and results can be interpreted better.
Restrictions in accessing the respondents are minimized as the survey can be internally spread via the online internal communication network of Ryanair in order to reach respondents. As the research concerns personal aspects about the CEO and the organization itself, cooperation is needed from Ryanair in order to access the internal network of the company. Response rates of the survey are not likely to be a problem as the survey will be spread among employees through the internal communication network of Ryanair.
4.2 Measurement and measures
Ryanair. The survey consists of two main elements: measures on CEO narcissism and measures on organizational narcissism. To measure CEO narcissism, the NPI-16 (Ames, Rose & Anderson, 2006) is used to identify the characteristics of narcissism according to the DSM-5 criteria. To measure organizational narcissism, the ONS (Hamedoglu & Potas, 2012) is used to identify the Godkin and Allcorn criteria. Table 6 contains an overview of the online survey. All details of the NPI and ONS can be found in appendix A and appendix B.
Measurement Measure Example
CEO narcissism NPI-16 (1) ‘Michael O’Leary likes to be the center of attention’ (2) ‘Michael O’Leary thinks he is a special person’ (3) ‘Michael O’Leary finds it easy to manipulate others’ Organizational
narcissism
ONS (1) ‘Ryanair is leader in its category’ (2) ‘Ryanair has the best staff’
(3) ‘There is nothing Ryanair cannot do’
Table 6: Survey overview
4.3 Research design
For hypothesis 1 and 2, a survey is conducted with topics on the characteristics and symptoms of narcissism of the CEO and the organization. This is a non-experimental research design. The symptoms and characteristics described in the DSM-IV criteria are measured on basis of NPI and the criteria of Godkin and Allcorn are measured on basis of the ONS. NPI and ONS will be processed in the questions of the survey. In table 6, examples of the questions in the survey are given.
An overview of the research activities is shown in a chronological order in table 7 below.
What is tested? How? Who? Measurement
Hypothesis 1: CEO narcissism Survey Employees of Ryanair Narcissistic Personality Inventory (NPI) Hypothesis 2: Organizational narcissism Survey Employees of Ryanair Organizational
Narcissism Scale (ONS) Hypothesis 3:
Influence of CEO narcissism on organizational narcissism
SPSS Researcher Pearson Correlation test
4.4 Analysis
This overall score of the survey is used in the third hypothesis, where the relationship between a narcissistic CEO and a narcissistic organization is tested. This will be tested on basis of a Pearson Correlation test in SPSS. By running this test in SPSS, other conclusions can be reached beyond the data derived from the survey, which is inferential statistics (Trochim, 2020).
In the Pearson Correlation test, the variables ‘CEO narcissism’ and ‘Organizational narcissism’ will be used. As the test consists of two variables, it is considered to be a bivariate test with the data being interval, leading to a symmetric test. As this is a symmetric bivariate test with interval data, it is chosen to use the Pearson Correlation test. To run the test, a confidence interval of 95% is used in order to reduce the Type-I error. The Pearson Correlation test results in a number between -1 and +1 that indicates the potential relationship between two variables. A correlation of -1 indicates a negative linear relationship, where one is not related to the other. A correlation of 0 means that there is no linear relationship and a correlation of +1 indicates a positive linear relationship (SPSS Tutorials, 2020).
Both descriptive and inferential statistics are used to analyse the results of hypotheses testing. For hypothesis 1 and 2, descriptive statistics is used. To test hypothesis 3, the data generated with the survey to test hypothesis 1 and 2 are needed. That means for testing hypothesis 3, inferential statistics is used. Hypothesis 3 is tested on basis of two variables: the degree of narcissism of CEO Michael O’Leary and the degree of narcissism of organization Ryanair. If the averages are similar, a potential relationship between the two variables can exist. In other words, correlation between hypothesis 1 and 2 results in input for hypothesis 3.
5 ANALYSIS, DISCUSSION
6 CONCLUSIONS AND RECOMMENDATIONS
In this paper, a research plan has been created but is not executed. Preliminary findings from the literature review can be given but more conclusive findings from the quantitative research cannot be given as the research plan is not executed.
6.1 Conclusions
The central research question of this paper is: Are both Ryanair’s CEO Michael O’Leary and the organization Ryanair narcissistic?
On basis of the literature review, the preliminary conclusion can be drawn that both CEO Michael O’Leary and organization Ryanair are narcissistic. Based on the evidence that is collected in this research, Michael O’Leary possesses four out of nine characteristics that are listed in the DSM-5 criteria for narcissism. As a minimum of five out of nine characteristics is needed to diagnose NPD, on basis of these sources, NPD is not diagnosed at O’Leary. This leads to O’Leary being a subclinical narcissist. Overconfidence, seeking for attention, high self-esteem and of empathy are present, which are the symptoms of grandiose narcissism. This indicates that O’Leary has the grandiose type of narcissism.
The organization Ryanair is also considered to be narcissistic, due to researching several sources in the literature review. For four out of eleven criteria of Godkin and Allcorn, evidence has been found. This implies that Ryanair is not diagnosed with the arrogant organizational disorder but does meet certain criteria of the list. Therefore, Ryanair is considered to be a narcissistic organization but is not diagnosed with the arrogant organizational disorder. The short and long-term effects of a narcissistic CEO are present at Ryanair.
6.2 Recommendations
potentially lead to different results. This also accounts for the company. Investigating an unknown CEO of an unknown company is the basis of an unbiased research. In this research, this was not the case. The last recommendation for further research is to compare results of other companies with Ryanair. In this paper, the chosen case was Ryanair and the conclusions are only drawn on this case. Comparing this to other cases might change the results of the research.
6.3 Reflection
Narcissism is a broadly researched topic which leads to having lots of information to draw conclusions on. Due to the time span of this paper, there was limited time to investigate all the secondary research. Thus, the literature review has been written on basis of the information that has been gathered within this limited time span. This is a weakness of this research paper. If more time would have been available, more sources could have been used, leading to a more reliable research. Another way to improve reliability of this research is, as mentioned in recommendations, is to prevent the researcher of being biased. Investigating an unknown CEO of an unknown company would increase the chance of a biased research, which was not the case in this paper.
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https://www.bbc.com/news/business-49178670. May 26, 2020. BBC News. Ryanair rapped over low emissions claims. 5 February 2020.
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Cooper, M. Inside Ryanair: Michael O’Leary’s making of a ‘nicer’ airline. 2018.
https://www.irishtimes.com/culture/books/inside-ryanair-michael-o- leary-s-making-of-a-nicer-airline-1.3634667. 31 March 2020.
EuroNews. Ryanair's O'Leary slams 'state aid junkies Lufthansa and Air France'. 7 May 2020. https://www.euronews.com/2020/05/05/ryanair-ceo-michael-o-leary-says-eu-transport-chief-talking-nonsense-on-state-aid. May 26, 2020.
NewStatesman, Ryanair comes down to earth: the hubris of Michael O’Leary. 5 October 2017. https://www.newstatesman.com/culture/observations/2017/10/ryanair-comes-down-earth-hubris-michael-o-leary. May 22, 2020.
APPENDIX A
APPENDIX B
