#Organizationalpsychology

A growing body of research shows how leaders with narcissistic traits respond when confronted with errors. High-profile figures, including former political leaders, often react defensively or aggressively. Findings suggest these patterns reflect broader dynamics in workplaces and governments worldwide, with clear implications for Thailand’s evolving business, public sector, and academic communities.

Narcissistic leaders tend to deny mistakes, blame others, gaslight critics, minimize issues, erupt in anger, withdraw, or cast themselves as victims when errors surface. These responses reflect fragile self-esteem that cannot tolerate personal fault. Understanding these dynamics helps Thai organizations manage risk, preserve trust, and sustain learning as the country modernizes its institutions.

A fresh wave of psychological research is offering valuable insights into why high-profile figures such as former US president Donald Trump—and other leaders with pronounced narcissistic traits—react so defensively, or even aggressively, when confronted with evidence of their own mistakes. Drawing on interviews, recent peer-reviewed studies, and organizational psychology, experts say these reactions are not just personality quirks, but reflect deeper dynamics in workplaces and governments worldwide—raising profound questions about power, accountability, and the future of leadership, including in Thailand’s evolving corporate, political, and academic environments.

A breakthrough study from San Francisco State University has identified three simple interview questions that could effectively flag narcissistic tendencies in job applicants—a finding with important implications for Thai workplaces concerned about team dynamics and organisational health. The research, published in June 2025 and highlighted by Psychology Today, responds to a growing need for practical screening tools that can efficiently identify problematic personalities before they impact the work environment or company culture (Psychology Today).

A new study from San Francisco State University offers three simple interview questions that can flag narcissistic tendencies in job applicants. The findings, published in June 2025 and summarized by Psychology Today, provide practical tools for Thai organizations aiming to protect team dynamics and organizational health.

In Thailand, where harmony and “namjai” (น้ำใจ) are valued, unchecked narcissism can quietly undermine collaboration, morale, and performance. The research focuses on narcissistic grandiosity—the aspect most linked to disruptive workplace behavior. The team reduced an initial pool of 19 indicators to three core questions, designed to fit both formal interviews and casual group discussions. The questions reliably correlated with scores on standard narcissism measures, offering a quick screening method rather than a formal diagnosis.

A surge of new research is putting the spotlight on how every job—no matter how routine or demanding—can become more meaningful with the support and vision of strong leadership. The latest insights featured in Psychology Today’s May 2025 article, “The Three Cs of Meaningful Work,” offer a powerful reminder to Thai employees and employers alike: meaning at work isn’t defined by job titles, but by the environment leaders create and the values they promote (Psychology Today).

New research underscores that every job can feel meaningful when leaders provide vision, support, and clear values. A May 2025 piece in Psychology Today, titled The Three Cs of Meaningful Work, emphasizes that meaning is created by the environment leaders cultivate, not by job titles alone.

For Thai audiences, meaningful work matters beyond personal satisfaction. It links to national productivity and workplace wellbeing as Thailand navigates remote work, AI, and economic shifts. The Thai concept of sanuk—finding joy in daily tasks—aligns with findings that purposeful work boosts performance and mental health, blending traditional values with modern workplace realities.