View source for William Branham as a narcissistic leader

William Branham was a narcissist.  The clearest demonstration of this is the fact that he named [[Branham Tabernacle|a church after himself]].

=The Characteristics of a  Narcissistic Leader=

The simplest definition of a leader is someone whom other people follow. Narcissists are especially gifted in attracting followers, and more often than not, they do so through language. Narcissists believe that words can move mountains and that inspiring speeches can change people. Narcissistic leaders are often skillful orators, and this is one of the talents that makes them so charismatic. Indeed, anyone who has seen narcissists perform can attest to their personal magnetism and their ability to stir enthusiasm among audiences.

Despite the warm feelings their charisma can evoke, narcissists are typically not comfortable with their own emotions. They don’t learn easily from others. They don’t like to teach but prefer to indoctrinate and make speeches. 

==Sensitive to Criticism==

Because they are extraordinarily sensitive, narcissistic leaders shun emotions as a whole.  Narcissists are extremely sensitive to criticism or slights, which feel to them like knives threatening their self-image and their confidence in their visions. Narcissists are almost unimaginably thin-skinned. Like the fairy-tale princess who slept on many mattresses and yet knew she was sleeping on a pea, narcissists bruise easily. This is one explanation why narcissistic leaders do not want to know what people think of them unless it is causing them a real problem. They cannot tolerate dissent.  In fact, they can be extremely abrasive with anyone who doubts them or with people who have the courage to disagree. 

Although narcissistic leaders often say that they want to work with others, what that means in practice is that they want a group of yes-men. As the more independent-minded people leave or are pushed out, succession becomes a particular problem.

==Poor Listeners==

One serious consequence of the over-sensitivity to criticism is that narcissistic leaders often do not listen when they feel threatened or attacked.  They are not able to receive criticism because it is too painful to tolerate. Some narcissists are so defensive that they go so far as to make a virtue of the fact that they don’t listen. 

==Lack of Empathy==

Lack of empathy is a characteristic shortcoming of some of the most charismatic and successful narcissists.  But a lack of empathy ddid not prevent some of history’s greatest narcissistic leaders from knowing how to communicate — and inspire. Neither Churchill, de Gaulle, Stalin, nor Mao Tse-tung were empathetic. And yet they inspired people because of their passion and their conviction at a time when people longed for certainty.

In fact, a lack of empathy can actually be a strength.  A narcissist finds it easier to deal with his speeches which make many people angry and sad. But narcissistic leaders typically have few regrets. Narcissists don’t want to change and  they don’t think they have to. 

There is a kind of emotional intelligence associated with narcissists, but it’s more street smarts than empathy. Narcissistic leaders are acutely aware of whether or not people are with them wholeheartedly. They know whom they can use. They can be brutally exploitative. That’s why, even though narcissists undoubtedly have “star quality,” they are often unlikable. They easily stir up people against them, and it is only in tumultuous times, when their gifts are desperately needed, that people are willing to tolerate narcissists as leaders.

Narcissistic leaders often say that they want teamwork. What that means in practice is that they want a group of yes-men.

==Distaste for Mentoring==

Lack of empathy and extreme independence make it difficult for narcissists to mentor and be mentored. Generally speaking, narcissistic leaders set very little store by mentoring. They seldom mentor others, and when they do they typically want their protégés to be pale reflections of themselves. They are usually more interested in instructing than in coaching.

Narcissists certainly don’t credit mentoring or educational programs for their own development as leaders. Although narcissistic leaders appear to be at ease with others, they find intimacy — which is a prerequisite for mentoring — to be difficult. 

==An Intense Desire to Compete==

Narcissistic leaders are relentless and ruthless in their pursuit of victory. Games are not games but tests of their survival skills. Of course, all successful managers want to win, but narcissists are not restrained by conscience.  Their passion to win is marked by both the promise of glory and the primitive danger of extinction. It is a potent brew that creates a sense of urgency, but it can also be dangerous. These leaders see everything as a threat.  The concern, of course, is that the narcissist finds enemies that aren’t there — even among his colleagues.<ref>Narcissistic Leaders: The Incredible Pros, the Inevitable Cons, Michael Maccoby, Harvard Business Review, January 2004</ref>


{{Bottom of Page}}

[[Category: Unfinished articles]]