FAQ
Frequently Asked Questions
I think my boss is a narcissist. How should I deal with this?
The term narcissist in psychiatry refers to a DSM personality disorder. However, such a diagnosis says little about a person’s individuality or how he/she functions in an organization. Within the framework of Context Thinking, a simpler explanation often applies: the manager is likely low-contextual.
Low-contextual thinking
Many managers who are perceived as "narcissistic" are in fact low-contextual.
- They think strongly in first-degree relations: if A, then B.
- This has advantages for a company: goal orientation, efficiency, clear decisions.
- At the same time, it has limitations: less sense of nuance, less perspective-taking, and a higher chance of misunderstandings in human relationships.
Coping mechanisms
A boss often develops coping strategies to deal with complex situations.
- He/she is usually unaware that these strategies mainly solve short-term problems but can be harmful to the team climate in the long run.
- Examples: excessive checking, avoiding emotional conversations, or making authoritarian decisions to compensate for insecurity
What does this mean for you?
- The behavior does not necessarily stem from "malice" or a personality disorder, but can be understood as a thinking style with both strengths and weaknesses.
- The label "narcissist" can be stigmatizing and sometimes obscures the real dynamics of context sensitivity.
Practical advice
- Communicate concretely and clearly. Avoid implicit hints or vague suggestions; explain what you mean.
- Acknowledge the strengths. Point out your boss’s efficiency or result orientation; this builds trust.
- Protect your own boundaries. Don’t get drawn into excessive caretaking.
- Add context where possible. Introduce nuance in conversations, offer alternative perspectives, and do this calmly and factually.
- Seek support. Discuss situations with colleagues or a trusted advisor, so you don’t get overburdened yourself.
Conclusion
Not every difficult boss is a "narcissist". More often it’s a case of low-contextual thinking: strong in clarity and action, but vulnerable to tunnel vision and relational misunderstandings. Understanding this allows you to align better, set more realistic expectations, and work together more constructively.