Numerous studies and real-life examples show humble, unassuming people as leaders improve the performance of a company in the long run. The humity, exuded by these leaders, can be contagious. Yet, instead of following the lead of these unsung heroes, an article on Harvard Business Review argues, we appear hardwired to search for people who exude charisma. The article looks into why such is the case: One study suggests that despite being perceived as arrogant, narcissistic individuals radiate "an image of a prototypically effective leader." Narcissistic leaders know how to draw attention toward themselves. They enjoy the visibility. It takes time for people to see that these early signals of competence are not later realized, and that a leader's narcissism reduces the exchange of information among team members and often negatively affects group performance. It's not that charismatic and narcissistic people can't ever make good leaders. In some circumstances, they can. For example, one study found that narcissistic CEOs "favor bold actions that attract attention, resulting in big wins or big losses." A narcissistic leader thus can represent a high-risk, high-reward proposition.