Narcissistic CEOs are more likely to fake emotions when they feel lonely, study finds

New research has found that narcissistic CEOs are especially prone to hiding their true feelings and putting on a confident front—but only when they feel socially isolated. The study, published in the journal Personality and Individual Differences, shows that loneliness plays a key role in triggering surface acting among narcissistic leaders, shedding light on the hidden emotional toll of executive leadership.

Narcissism refers to a personality trait characterized by an inflated sense of self-importance, a need for admiration, and a tendency to lack empathy for others. While many people may show narcissistic tendencies to some degree, individuals high in narcissism often feel a strong need to be seen as superior and successful. In the workplace, especially at the top levels of leadership, narcissism can have both beneficial and harmful effects. Narcissistic CEOs may be bold decision-makers, but they are also more likely to ignore feedback, take excessive risks, and alienate coworkers.

The researchers behind the new study wanted to better understand how narcissistic CEOs cope emotionally with the stress of their role. Previous studies have shown that leadership positions can be isolating, and that narcissistic individuals are particularly sensitive to social rejection and perceived threats to their status. However, little is known about how these leaders manage their emotions in the face of loneliness.

To investigate this question, the researchers focused on a type of emotion regulation known as “surface acting.” This is when a person hides their genuine emotions and instead displays emotions they think are expected or acceptable. Unlike deep acting, which involves trying to actually feel a desired emotion, surface acting is more about putting on a performance. In the case of CEOs, this might mean pretending to be confident, calm, or enthusiastic—even when feeling stressed, frustrated, or isolated inside.

The study recruited 100 Canadian CEOs from large private companies, 63% of whom were men. The average age of participants was 54, and they had held their positions for around 10 years. The companies represented a range of sizes, with most employing fewer than 500 people and generating over a billion Canadian dollars in annual revenue. To gather data, the researchers used personal networks and invitations sent by peer CEOs, allowing them to collect self-report measures from a group that is typically hard to reach for academic studies.

The researchers asked participants to complete several short questionnaires. Narcissism was measured using a validated six-item version of the Narcissistic Admiration and Rivalry Questionnaire, which includes items such as “I deserve to be seen as a great personality.” Loneliness was assessed using a three-item version of the UCLA Loneliness Scale, adapted to focus on workplace experiences. Surface acting was measured with three questions that asked about suppressing emotions at work, such as “I resist expressing my true feelings.”

In addition to these main variables, the researchers also collected basic demographic information such as age and gender, which were included as control variables in their analysis. Importantly, the study used statistical methods to examine not only whether narcissistic CEOs engage in surface acting, but also whether their tendency to do so depends on how lonely they feel.

The results revealed a clear pattern. Narcissistic CEOs were not more likely than others to report surface acting in general. However, when these individuals also reported high levels of loneliness, their likelihood of engaging in surface acting increased significantly. In other words, loneliness acted as a trigger for narcissistic CEOs to fake their emotions, likely in an effort to maintain their self-image and avoid appearing vulnerable.

This finding supports the idea that narcissistic behavior is often reactive to social threats. Feeling socially disconnected may be especially disturbing for people high in narcissism, who are driven by a need for admiration and status. When they sense that they are being ignored or excluded, they may respond by exaggerating their emotional expressions to preserve their image.

The authors suggest that this pattern could have broader implications for organizational health. While surface acting may help narcissistic CEOs keep up appearances in the short term, sustained emotional suppression can lead to stress, burnout, and lower job satisfaction. It may also prevent leaders from forming authentic relationships with colleagues and employees, which could harm team cohesion and long-term organizational outcomes.

But like all studies, it is not without limitations. The sample was limited to Canadian CEOs of large companies, which may not reflect the experiences of leaders in other countries or industries. The study also relied on self-reported data, which can be influenced by social desirability or reluctance to disclose sensitive information. Nonetheless, the researchers were able to obtain direct responses from CEOs, which is rare in this field of study.

Future research could explore how other factors—such as organizational culture, leadership support, or mental health resources—might influence how narcissistic CEOs experience and cope with loneliness. Longitudinal studies could also help clarify whether surface acting leads to changes in well-being or decision-making over time.

The study, “The lonely facade of narcissistic CEOs: Surface acting among narcissistic CEOs in response to feelings of loneliness,” was authored by P.D. Harms, Alaric Bourgoin, Anthony Silard, and Sarah Wright.