How do you deal with emotional bullying if your boss is the culprit?

To a narcissistic employer, the members of his "staff" are "Secondary Sources of Narcissistic Supply." Their role is to accumulate the supply (remember events that support the grandiose self-image of the narcissist) and to regulate the Narcissistic Supply of the narcissist during dry spells - to adulate, adore, admire, agree, provide attention and approval, and, generally, serve as an audience to him.

The staff (or should we say "stuff"?) is supposed to remain passive. The narcissist is not interested in anything but the simplest function of mirroring. When the mirror acquires a personality and a life of its own, the narcissist is incensed. When independent minded, an employee might be in danger of emotional bullying or being sacked by his narcissistic employer (an act which demonstrates the employer's omnipotence).

The employee's presumption to be the employer's equal by trying to befriend him (friendship is possible only among equals) injures the employer narcissistically. He is willing to accept his employees as underlings, whose very position serves to support his grandiose fantasies.

But his grandiosity is so tenuous and rests on such fragile foundations that any hint of equality, disagreement or need (any intimation that the narcissist "needs" friends, for instance) threatens the narcissist profoundly. The narcissist is exceedingly insecure. It is easy to destabilise his impromptu "personality". His reactions such as emotional bullying are merely in self-defence.

Classic narcissistic behaviour is when idealisation is followed by devaluation. The devaluing attitude develops as a result of disagreements or simply because time has eroded the employee's capacity to serve as a FRESH Source of Supply.

The veteran employee, now taken for granted by his narcissistic employer, becomes uninspiring as a source of adulation, admiration and attention. The narcissist always seeks new thrills and stimuli.

The narcissist is notorious for his low threshold of resistance to boredom. His behaviour is impulsive and his biography tumultuous precisely because of his need to introduce uncertainty and risk to what he regards as "stagnation" or "slow death" (i.e., routine). Most interactions in the workplace are part of the rut – and thus constitute a reminder of this routine – deflating the narcissist's grandiose fantasies.

Narcissists do many unnecessary, wrong and even dangerous things in pursuit of the stabilisation of their inflated self-image.

Narcissists feel suffocated by intimacy, or by the constant reminders of the REAL, nitty-gritty world out there. It reduces them, makes them realise the Grandiosity Gap between their fantasies and reality. It is a threat to the precarious balance of their personality structures ("false" and invented) and treated by them as a menace.

Narcissists forever shift the blame, pass the buck, and engage in cognitive dissonance. They "pathologize" the other, foster feelings of guilt and shame in her, demean, debase and humiliate in order to preserve their sense of superiority.

Narcissists are pathological liars. They think nothing of it because their very self is false, their own confabulation.

Here are a few useful guidelines:

• Never disagree with the narcissist or contradict him.
   
• Never offer him any intimacy.
   
• Look awed by whatever attribute matters to him (for instance: by his professional achievements or by his good looks, or by his success with women and so on).
   
• Never remind him of life out there and if you do, connect it somehow to his sense of grandiosity. You can aggrandize even your office supplies, the most mundane thing conceivable by saying: "These are the BEST art materials ANY workplace is going to have. We get them EXCLUSIVELY", etc.
   
• Do not make any comment, which might directly or indirectly impinge on the narcissist's self-image, omnipotence, superior judgement, omniscience, skills, capabilities, professional record, or even omnipresence. Bad sentences start with: "I think you overlooked … made a mistake here … you don't know … do you know … you were not here yesterday so … you cannot … you should … (interpreted as rude imposition, narcissists react very badly to perceived restrictions placed on their freedom) … I (never mention the fact that you are a separate, independent entity, narcissists regard others as extensions of their selves)…" You get the gist of it.

Manage your narcissistic boss. Notice patterns in his emotional bullying. Is he more aggressive on Monday mornings and more open to suggestions on Friday afternoon? Is he amenable to flattery? Can you modify his conduct by appealing to his morality, superior knowledge, good manners, cosmopolitanism, or upbringing? Manipulating the narcissist is the only way to survive in such a tainted workplace.

Can the narcissist be harnessed? Can his energies be channeled productively?

This would be a deeply flawed – and even dangerous – "advice". Various management gurus purport to teach us how to harness this force of nature known as malignant or pathological narcissism. Narcissists are "driven, visionary, ambitious, exciting and productive", says Michael Maccoby, for instance. "To ignore such a resource is a criminal waste. All we need to do is learn how to 'handle' them."

Yet, this prescription is either naive or disingenuous. Narcissists cannot be "handled", or "managed", or "contained", or "channeled". They are, by definition, incapable of teamwork. They lack empathy and are exploitative, envious, haughty and feel entitled, even if such a feeling is commensurate only with their grandiose fantasies and when their accomplishments are meager.

Narcissists dissemble, conspire, destroy and self-destruct. Their drive is compulsive, their vision rarely grounded in reality, their human relations a calamity. In the long run, there is no enduring benefit to dancing with narcissists – only ephemeral and, often, fallacious "achievements".

Author of "Malignant Self-love: Narcissism Revisited"