A recent study from San Francisco State University offers a practical tool for employers and organizations seeking to identify narcissistic traits in candidates. By analyzing responses to three carefully chosen interview questions, researchers found a notably efficient way to flag potentially disruptive personalities. This approach could help Thai employers, educators, and community leaders build healthier teams and workplaces.
In Thailand, where the concept of face and harmonious group interaction play a central role in organizational culture, narcissistic grandiosity—defined by self-centeredism, dominance, and a lack of empathy—poses risks to both productivity and colleagues’ well-being. Early identification of such traits can help prevent workplace conflict and staff turnover, a persistent challenge in both corporate and government settings in Thailand.
The study drew on four investigations involving undergraduates who were also in near-full-time employment and career development programs. From an initial list of 19 behavioral interview items, researchers narrowed down to the three questions most predictive of narcissistic tendencies. The questions are:
- Do you consider yourself a natural-born leader, or someone who has had to learn how to lead? Please provide an example of your leadership approach.
- Imagine you are on a team that requires unanimous consent to move forward on a project. The group has agreed on a plan that you strongly disagree with. How do you proceed?
- Imagine you lead a group and someone on your team openly questions one of your decisions. It turns out your decision was correct. How would you handle this situation?
These questions appear ordinary, focusing on leadership and collaboration. Yet responses aligned with narcissistic grandiosity tend to emphasize personal superiority, a need to be right at all costs, and a preference for self-image over collective harmony. For instance, a narcissistic answer to the third question might be, “I would prove to everyone that I was right,” whereas a growth-oriented answer would be, “I wouldn’t boast; I’d acknowledge the other’s viewpoint and ensure they feel respected.”
The lead researcher, an associate professor of psychology, notes that bringing narcissists into an organization can carry destructive risks. Narcissistic individuals may pursue short-term self-interest, break rules, bully colleagues, or undermine group consensus—behaviors that clash with Thai values of kreng jai (considerate deference) and collaborative decision-making. The practical significance is clear for Thai workplaces, communities, and educational groups seeking healthier dynamics.
In Thailand, occupational psychology experts see these findings as timely. A senior psychologist at a Bangkok-based recruitment consultancy explains that clients increasingly seek tools to identify problematic personalities during hiring. The study’s three questions offer a concise, evidence-based method to assess emotional maturity and respect for others—traits highly valued in Thai culture and aligned with international best practices.
While the three-question sequence shows strong potential (reliability scores are modestly above chance, around the 0.60s), the researchers emphasize it is a screening tool, not a diagnostic instrument for narcissistic personality disorder. The framework is adaptable across formal interviews, committee selections, or even informal group activities, enabling quicker judgments about how new members may interact with others.
For Thai human resources professionals, the implications are substantial. Traditional hiring often emphasizes references, credentials, and seniority. Incorporating behaviorally focused questions can illuminate candidates’ true values and emotional intelligence—qualities that resonate with both Thai values and global standards. A director at a local HR development institution notes that subtle behavioral questions can reveal leadership that prioritizes collective well-being over personal gain.
Historically, Thailand has increasingly valued emotional well-being in the workplace, influenced by international research and local reforms. Narcissistic behaviors—such as domination or insensitivity—conflict with harmony and respect for hierarchy in Thai organizations. In a culture where indirect communication is common, it can be easy for candidates to mask ego-driven tendencies during interviews. The new method helps HR teams see past such façades.
As remote work and hybrid teams become more common, quickly assessing interpersonal fit becomes even more important. Toxic leadership, sometimes labeled as confidence, can destabilize teams in high-context environments where social repercussions extend beyond the office.
A limitation of the study is its focus on undergraduates with near-full-time jobs, which may not capture all nuances found in more experienced professionals. Nonetheless, the research provides a useful starting point. Thai HR leaders are already discussing pilots to adapt these questions into standard hiring practices across industries and organizational cultures. Educational institutions in Thailand are also exploring how these measures can identify students with positive or negative leadership potential in student organizations and extracurricular activities.
Looking ahead, researchers and practitioners in Thailand see opportunities to refine these tools to fit local norms. Indirect questioning—common in Thai communication—could further reduce the likelihood that candidates recognize what is being assessed. Peer feedback and scenario-based group interviews are also being considered as complementary steps.
What does this mean for Thai readers, employers, and community leaders? The practical takeaway is clear: don’t rely solely on resumes, test scores, or first impressions. By integrating a few well-designed, evidence-based questions on leadership behavior, conflict resolution, and responses to criticism, both private and public organizations in Thailand can build more resilient, harmonious teams. As Thailand moves toward a more competitive, innovation-driven economy, identifying and nurturing team-first leaders may prove decisive for long-term success and social stability.
For organizations interested in applying these questions, consider incorporating training on behavioral interviewing to maximize effectiveness. Raising awareness about the risks of unchecked narcissism will help Thai society uphold enduring values of mutual respect and collective well-being in workplaces and communities alike.