Modern workplaces are dynamic ecosystems where collaboration, communication, and mutual respect play essential roles in ensuring productivity and success. However, not all behavioural traits contribute positively to organisational health. Narcissism and grandstanding, though psychologically complex, can have profoundly disruptive effects on professional environments. These behaviours can erode trust, inhibit cooperation, and foster toxicity in teams.
Narcissistic individuals in the workplace often crave admiration, exaggerate their achievements, and show little empathy for others. Although they might initially present as charismatic and competent, over time their need for control and validation can create substantial conflict. Similarly, those who engage in grandstanding may not necessarily be narcissists but often exhibit performative behaviour to win approval or assert moral superiority. Such individuals seek to dominate conversations, often at the expense of others’ voices.
The impact of these behaviours extends beyond mere interpersonal friction. Entire teams can become dysfunctional, decision-making can slow down, and employee morale can plummet. In some cases, the environment becomes so strained that turnover increases, and internal innovation stalls. And yet, because these behaviours can be subtle, cloaked in charm or apparent competence, they are notoriously difficult to address through conventional conflict resolution mechanisms. This is where mediation emerges as an invaluable tool.
Mediation as a Strategic Response to Behavioural Disruption
Mediation offers a controlled, confidential, and structured space for addressing interpersonal disputes. Traditionally associated with resolving conflicts between two or more parties, mediation has evolved to become a strategic management tool, particularly well-suited to tackling complex behavioural issues in the workplace. When navigating the intricacies of narcissistic behaviour or chronic grandstanding, mediation can act not only as an intervention but also as a platform for reflection and accountability.
A skilled mediator does not merely arbitrate disputes but facilitates dialogue, probes beneath surface-level tensions, and encourages parties to explore the root causes of their conflicts. In workplaces affected by narcissism or grandstanding, mediation allows employees to express concerns without fear of retaliation. It also provides an equitable platform where no single voice dominates the narrative—a crucial aspect when dealing with individuals prone to self-aggrandisement.
Moreover, mediation focuses not on assigning blame but on collaborative problem-solving. This is essential in cases involving narcissistic behaviour, where direct confrontation can provoke defensiveness or retaliation. Rather than confronting the individual head-on with labels, the mediator guides parties toward recognising how certain behaviours impact the wider team and workflow.
The Complexity of Addressing Narcissistic Behaviour
Mediating conflict that involves narcissistic individuals is no simple task. These individuals may be unwilling to see their behaviour as problematic, instead framing themselves as victims or exceptional performers being unfairly targeted. This deflection makes straightforward resolution difficult. However, trained mediators understand this psychological profile and come prepared with techniques designed to circumvent resistance and minimise manipulation.
Rather than engaging in confrontational dialogue, mediators will often use reframing strategies to shift focus from individual perspectives to shared goals—such as team performance, project outcomes, or client satisfaction. They may use open-ended questions to gently challenge assumptions and help the individual understand the perception others have of their behaviour.
While a narcissistic employee may resist acknowledging fault, they can be motivated by appeals to reputation, recognition, or future opportunity. A skilled mediator capitalises on this by linking behavioural change to the achievement of those desired outcomes, turning their personal drivers into levers for positive transformation. By doing so, the mediator positions personal growth not as a concession but as a strategic advantage.
At the same time, it’s crucial to support team members who have been affected by these behaviours. They may have experienced minimisation, exclusion, or even gaslighting. The mediator creates space for these voices to be heard and validated, while also ensuring that the process does not devolve into a blame game. This balance is delicate but vital for restoring trust within the group.
Grandstanding and the Performance of Virtue
Where narcissism is often driven by self-importance and entitlement, grandstanding is more about moral spotlighting. Individuals who grandstand frequently make statements designed to position themselves as morally superior, socially conscious, or ethically unassailable. Their contributions to meetings, emails, or public discussions may be more about elevating their image than advancing the actual discourse.
This can be particularly pernicious in values-driven organisations, where moral and social missions are part of the brand or culture. Here, grandstanding can masquerade as alignment with corporate values, making it difficult for colleagues or managers to challenge without appearing dismissive of important issues.
In such cases, mediation can foster a deeper exploration of intent versus impact. While an employee might assert that they are voicing concerns in support of equity or fairness, others may experience their behaviour as monopolising or disingenuous. The mediator helps bridge this divide by steering conversations away from self-justification and toward mutual understanding. They might ask, for example, how a statement contributed to the team’s goals or how it was received by others, prompting a more reflective posture.
One of the most powerful outcomes of mediation in these scenarios is a renewed sense of psychological safety. When employees feel they can express themselves without being overshadowed or judged, they are more likely to collaborate authentically. By reducing the performative pressure created by grandstanding, mediation clears space for substance over spectacle.
Cultural and Organisational Considerations
It is important to recognise that behaviours like narcissism and grandstanding do not operate in a vacuum. Organisational culture plays a significant role in either deterring or enabling such conduct. Competitive environments that reward aggression or visibility over teamwork can inadvertently encourage these traits. Similarly, hierarchical structures with weak feedback mechanisms may fail to check problematic behaviour until it becomes deeply entrenched.
When done correctly, mediation highlights these systemic issues and opens up broader conversations about culture, values, and leadership. For instance, a mediation session might reveal that an organisation’s performance metrics reward individuals who constantly self-promote, leaving quieter team members devalued. Or it might expose a pattern in which certain voices—due to charisma, rank, or rhetorical skill—always take precedence, regardless of the quality of their ideas.
In such cases, the mediation process should be followed by strategic reflection among leadership teams to reassess policies, practices, and cultural norms. While individual disputes may be resolved through mediation, lasting improvement comes from systemic change. Training programmes, clearer accountability measures, and a commitment to inclusive decision-making can all help mitigate future recurrences.
Limitations and Ethical Considerations
Despite its many strengths, mediation is not a cure-all. In severe cases—especially where narcissistic traits border on antisocial or abusive behaviour—mediation may be insufficient or even inappropriate. If there is an imbalance of power that cannot be neutralised or if there’s a history of manipulation and intimidation, other interventions such as formal grievance processes, managerial escalation, or psychological intervention may be necessary.
It’s also important that organisations do not use mediation as a way to silence or contain complaints. The voluntary nature of mediation must be honoured, and it should never replace procedures designed to protect employees from harassment or discrimination. Ethical mediators will assess the context carefully before agreeing to proceed and will withdraw if they sense the process is being co-opted.
Additionally, the success of mediation relies on confidentiality and trust. This means that follow-up is critical. The gains made in mediation can erode quickly if not supported by ongoing dialogue, regular feedback, and an open-door policy for future concerns.
Moving Towards Healthier Workplaces
The behaviours of narcissism and grandstanding, while challenging, are not insurmountable. With the right tools and a commitment to psychological safety, workplaces can navigate these complexities in ways that preserve dignity, foster growth, and maintain collaborative integrity. Mediation is one of the most potent tools in this endeavour — not simply because it resolves disputes, but because it invites deeper reflection and behavioural accountability.
For those leading organisations, the presence of such behaviours should not be seen merely as disruptions to be managed, but as signals calling for deeper cultural examination. Why do these behaviours thrive? What systems are in place to address them? And how do we empower all employees to participate in the creation of a healthy, respectful workplace?
By integrating mediation into the organisational toolkit—not just reactively, but proactively—employers can cultivate environments where respect, empathy, and constructive dialogue become the norm. Ultimately, this is not just a matter of conflict resolution. It is a commitment to building workplaces where every employee can thrive and contribute meaningfully, free from domination, performance, or fear.
