Abstract
Narcissistic leadership is a paradoxical phenomenon that presents opportunities and challenges for organisations. This study explores the dual impact of narcissistic leadership on organisational performance, employee engagement, and decision-making processes. By employing a mixed-methods approach, the research examines how narcissistic traits influence strategic decision-making, motivation, and psychological safety within organisations. The findings suggest that while narcissistic leaders can drive bold and innovative strategies, they also pose risks related to ethical governance, employee well-being, and long-term sustainability. Organisational culture and governance structures play a crucial role in moderating these effects. The study contributes to leadership research by identifying best practices for managing narcissistic leadership while leveraging its strengths for strategic advantage. The implications of these findings offer valuable insights for corporate governance, leadership development, and organisational policy.