The Ripple Effect of Narcissistic Leadership

After watching the Netflix documentary on the OceanGate submersible disaster, I reached a clear and unsettling conclusion: narcissistic leadership can quietly destroy everything around it—people, systems, and ultimately lives. This is not a psychological diagnosis of Stockton Rush, but my personal evaluation based on repeated patterns of behavior shown throughout the documentary.

What struck me most was that the failure was not caused by a single technical flaw or one poor decision. It was the result of a pattern of behavior that created ripples across the entire organization, weakening every layer of safety.

From early on, Stockton Rush showed an inability to accept expert disagreement. When Mr. David Lochridge, the Director of Marine Operations, requested that independent third-party inspectors be involved to verify the hull’s design and ensure safety, Rush denied the request. Rush then asked David to carry out the safety checks himself. After David gave his feedback, Rush fired him on the spot, emphasizing that the project had taken eight years and claiming he would put his life on the line that nothing would happen.

Another alarming incident occurred when Rush asked Ms. Bonnie Carl, the Director of Finance and Administration, to serve as the lead pilot, despite her lack of technical expertise. She refused, recognizing the risk, and later left the company. This reinforced a troubling culture where qualifications mattered less than compliance.

The technical warnings became even more severe after Mission 39. According to Tony, the Director of Engineering, post-dive data from the acoustic monitoring system showed spikes, indicating that the hull was still degrading. As he explained, if the hull were intact, it should be silent. Noise meant damage. Yet the dives continued.

By Mission 47, similar sounds were detected again. Later inspections confirmed actual cracks in the hull. When Rush questioned Tony about why this had happened, Tony explained that he had anticipated it, had warned Rush repeatedly, and had even documented it in a written report.

Rush’s response was telling:
“One of us has to go—and it’s not going to be me.”

Tony was fired.

At this point, the ripple effect was undeniable. Engineering expertise continued to leave not because of incompetence, but because professionals refused to be part of a system where safety concerns carried consequences. Multiple designs failed during trials, and experienced engineers either resigned or were removed. Each departure weakened the organization further, stripping it of the very knowledge meant to prevent catastrophe.

This is how narcissistic leadership destroys everything not instantly, but gradually. One dismissal leads to another. One ignored warning leads to silence. Eventually, the system becomes incapable of protecting itself.

Stockton Rush often framed himself as someone willing to take personal risks. But leadership is not about risking your own life alone. It is about being accountable for the lives of others who depend on your judgment.

My final takeaway from the documentary is this:
Narcissistic leadership does not fail loudly at first. It fails quietly by pushing out expertise, rejecting humility, and replacing evidence with belief. By the time the consequences surface, the damage is already irreversible.

This story is not just about a submersible. It is a warning about leadership, ego, and the devastating ripple effects of narcissism left unchecked.