IN 2006, Donald Trump made plans to purchase the Menie Estate, near Aberdeen, Scotland, aiming to convert the dunes and grassland into a luxury golf resort.
He and the estate’s owner, Tom Griffin, sat down to discuss the transaction at the Cock & Bull restaurant. Griffin recalls that Trump was a hard-nosed negotiator, reluctant to give in on even the tiniest details. But, as Michael D’Antonio writes in his recent biography of Trump, Never Enough, Griffin’s most vivid recollection of the evening pertains to the theatrics. It was as if the golden-haired guest sitting across the table were an actor playing a part on the London stage.
“It was Donald Trump playing Donald Trump,” Griffin observed. There was something unreal about it.
The same feeling perplexed Mark Singer in the late 1990s when he was working on a profile of Trump for The New Yorker. Singer wondered what went through his mind when he was not playing the public role of Donald Trump. What are you thinking about, Singer asked him, when you are shaving in front of the mirror in the morning? Trump, Singer writes, appeared baffled. Hoping to uncover the man behind the actor’s mask, Singer tried a different tack: “O.K., I guess I’m asking, do you consider yourself ideal company?”
“You really want to know what I consider ideal company?,” Trump replied. “A total piece of ass.”
I might have phrased Singer’s question this way: Who are you, Mr. Trump, when you are alone? Singer never got an answer, leaving him to conclude that the real-estate mogul who would become a reality-TV star and, after that, a leading candidate for president of the United States had managed to achieve something remarkable: “an existence unmolested by the rumbling of a soul.”
According to the Atlantic June 2016 Issue
Is Singer’s assessment too harsh? Perhaps it is, in at least one sense. As brainy social animals, human beings evolved to be consummate actors whose survival and ability to reproduce depend on the quality of our performances. We enter the world prepared to perform roles and manage the impressions of others, with the ultimate evolutionary aim of getting along and getting ahead in the social groups that define who we are.
More than even Ronald Reagan, Trump seems supremely cognizant of the fact that he is always acting. He moves through life like a man who knows he is always being observed. If all human beings are, by their very nature, social actors, then Donald Trump seems to be more so—superhuman, in this one primal sense.
Many questions have arisen about Trump during this campaign season—about his platform, his knowledge of issues, his inflammatory language, his level of comfort with political violence. This article touches on some of that. But its central aim is to create a psychological portrait of the man. Who is he, really? How does his mind work? How might he go about making decisions in office, were he to become president? And what does all that suggest about the sort of president he’d be?
In creating this portrait, I will draw from well-validated concepts in the fields of personality, developmental, and social psychology. Ever since Sigmund Freud analyzed the life and art of Leonardo da Vinci, in 1910, scholars have applied psychological lenses to the lives of famous people. Many early efforts relied upon untested, nonscientific ideas. In recent years, however, psychologists have increasingly used the tools and concepts of psychological science to shed light on notable lives, as I did in a 2011 book on George W. Bush.
A large and rapidly growing body of research shows that people’s temperament, their characteristic motivations and goals, and their internal conceptions of themselves are powerful predictors of what they will feel, think, and do in the future, and powerful aids in explaining why. In the realm of politics, psychologists have recently demonstrated how fundamental features of human personality—such as extroversion and narcissism—shaped the distinctive leadership styles of past U. S. presidents, and the decisions they made. While a range of factors, such as world events and political realities, determine what political leaders can and will do in office, foundational tendencies in human personality, which differ dramatically from one leader to the next, are among them.
Trump’s personality is certainly extreme by any standard, and particularly rare for a presidential candidate; many people who encounter the man—in negotiations or in interviews or on a debate stage or watching that debate on television—seem to find him flummoxing. In this essay, I will seek to uncover the key dispositions, cognitive styles, motivations, and self-conceptions that together comprise his unique psychological makeup. Trump declined to be interviewed for this story, but his life history has been well documented in his own books and speeches, in biographical sources, and in the press. My aim is to develop a dispassionate and analytical perspective on Trump, drawing upon some of the most important ideas and research findings in psychological science today.
Fifty years of empirical research in personality psychology have resulted in a scientific consensus regarding the most basic dimensions of human variability. There are countless ways to differentiate one person from the next, but psychological scientists have settled on a relatively simple taxonomy, known widely as the Big Five:
Extroversion: gregariousness, social dominance, enthusiasm, reward-seeking behavior
Agreeableness: warmth, care for others, altruism, compassion, modesty
Openness: curiosity, unconventionality, imagination, receptivity to new ideas
Most people score near the middle on any given dimension, but some score toward one pole or the other. Research decisively shows that higher scores on extroversion are associated with greater happiness and broader social connections, higher scores on conscientiousness predict greater success in school and at work, and higher scores on agreeableness are associated with deeper relationships. By contrast, higher scores on neuroticism are always bad, having proved to be a risk factor for unhappiness, dysfunctional relationships, and mental-health problems. From adolescence through midlife, many people tend to become more conscientious and agreeable, and less neurotic, but these changes are typically slight: The Big Five personality traits are pretty stable across a person’s lifetime.
The psychologists Steven J. Rubenzer and Thomas R. Faschingbauer, in conjunction with about 120 historians and other experts, have rated all the former U.S. presidents, going back to George Washington, on all five of the trait dimensions. George W. Bush comes out as especially high on extroversion and low on openness to experience—a highly enthusiastic and outgoing social actor who tends to be incurious and intellectually rigid. Barack Obama is relatively introverted, at least for a politician, and almost preternaturally low on neuroticism—emotionally calm and dispassionate, perhaps to a fault.
Across his lifetime, Donald Trump has exhibited a trait profile that you would not expect of a U.S. president: sky-high extroversion combined with off-the-chart low agreeableness. This is my own judgment, of course, but I believe that a great majority of people who observe Trump would agree. There is nothing especially subtle about trait attributions. We are not talking here about deep, unconscious processes or clinical diagnoses. As social actors, our performances are out there for everyone to see.
Like George W. Bush and Bill Clinton (and Teddy Roosevelt, who tops the presidential extroversion list), Trump plays his role in an outgoing, exuberant, and socially dominant manner. He is a dynamo—driven, restless, unable to keep still. He gets by with very little sleep. In his 1987 book, The Art of the Deal, Trump described his days as stuffed with meetings and phone calls. Some 30 years later, he is still constantly interacting with other people—at rallies, in interviews, on social media. Presidential candidates on the campaign trail are studies in perpetual motion.
A cardinal feature of high extroversion is relentless reward-seeking. Prompted by the activity of dopamine circuits in the brain, highly extroverted actors are driven to pursue positive emotional experiences, whether they come in the form of social approval, fame, or wealth. Indeed, it is the pursuit itself, more so even than the actual attainment of the goal, that extroverts find so gratifying. When Barbara Walters asked Trump in 1987 whether he would like to be appointed president of the United States, rather than having to run for the job, Trump said no: “It’s the hunt that I believe I love.”
Trump’s agreeableness seems even more extreme than his extroversion, but in the opposite direction. Arguably the most highly valued human trait the world over, agreeableness pertains to the extent to which a person appears to be caring, loving, affectionate, polite, and kind. Trump loves his family, for sure. He is reported to be a generous and fair-minded boss. There is even a famous story about his meeting with a boy who was dying of cancer.
A fan of The Apprentice, the young boy simply wanted Trump to tell him, “You’re fired!” Trump could not bring himself to do it, but instead wrote the boy a check for several thousand dollars and told him, “Go and have the time of your life.” But like extroversion and the other Big Five traits, agreeableness is about an overall style of relating to others and to the world, and these noteworthy exceptions run against the broad social reputation Trump has garnered as a remarkably disagreeable person, based upon a lifetime of widely observed interactions. People low in agreeableness are described as callous, rude, arrogant, and lacking in empathy. If Donald Trump does not score low on this personality dimension, then probably nobody does.
Researchers rank Richard Nixon as the nation’s most disagreeable president. But he was sweetness and light compared with the man who once sent TheNew York Times’ Gail Collins a copy of her own column with her photo circled and the words “The Face of a Dog!” scrawled on it. Complaining in Never Enough about “some nasty shit” that Cher, the singer and actress, once said about him, Trump bragged: “I knocked the shit out of her” on Twitter, “and she never said a thing about me after that.” At campaign rallies, Trump has encouraged his supporters to rough up protesters. “Get ’em out of here!” he yells. “I’d like to punch him in the face.” From unsympathetic journalists to political rivals, Trump calls his opponents “disgusting” and writes them off as “losers.” By the standards of reality TV, Trump’s disagreeableness may not be so shocking. But political candidates who want people to vote for them rarely behave like this.
Trump’s tendencies toward social ambition and aggressiveness were evident very early in his life, as we will see later. (By his own account, he once punched his second-grade music teacher, giving him a black eye.) According to Barbara Res, who in the early 1980s served as vice president in charge of construction of Trump Tower in Manhattan, the emotional core around which Donald Trump’s personality constellates is anger: “As far as the anger is concerned, that’s real for sure. He’s not faking it,” she told TheDaily Beast in February. “The fact that he gets mad, that’s his personality.” Indeed, anger may be the operative emotion behind Trump’s high extroversion as well as his low agreeableness. Anger can fuel malice, but it can also motivate social dominance, stoking a desire to win the adoration of others. Combined with a considerable gift for humor (which may also be aggressive), anger lies at the heart of Trump’s charisma. And anger permeates his political rhetoric.
Imagine Donald Trump in the White House. What kind of decision maker might he be?
It is very difficult to predict the actions a president will take. When the dust settled after the 2000 election, did anybody foresee that George W. Bush would someday launch a preemptive invasion of Iraq? If so, I haven’t read about it. Bush probably would never have gone after Saddam Hussein if 9/11 had not happened. But world events invariably hijack a presidency. Obama inherited a devastating recession, and after the 2010 midterm elections, he struggled with a recalcitrant Republican Congress. What kinds of decisions might he have made had these events not occurred? We will never know.
Still, dispositional personality traits may provide clues to a president’s decision-making style. Research suggests that extroverts tend to take high-stakes risks and that people with low levels of openness rarely question their deepest convictions. Entering office with high levels of extroversion and very low openness, Bush was predisposed to make bold decisions aimed at achieving big rewards, and to make them with the assurance that he could not be wrong. As I argued in my psychological biography of Bush, the game-changing decision to invade Iraq was the kind of decision he was likely to make. As world events transpired to open up an opportunity for the invasion, Bush found additional psychological affirmation both in his lifelong desire—pursued again and again before he ever became president—to defend his beloved father from enemies (think: Saddam Hussein) and in his own life story, wherein the hero liberates himself from oppressive forces (think: sin, alcohol) to restore peace and freedom.
Like Bush, a President Trump might try to swing for the fences in an effort to deliver big payoffs—to make America great again, as his campaign slogan says. As a real-estate developer, he has certainly taken big risks, although he has become a more conservative businessman following setbacks in the 1990s. As a result of the risks he has taken, Trump can (and does) point to luxurious urban towers, lavish golf courses, and a personal fortune that is, by some estimates, in the billions, all of which clearly bring him big psychic rewards.Risky decisions have also resulted in four Chapter 11 business bankruptcies involving some of his casinos and resorts. Because he is not burdened with Bush’s low level of openness (psychologists have rated Bush at the bottom of the list on this trait), Trump may be a more flexible and pragmatic decision maker, more like Bill Clinton than Bush: He may look longer and harder than Bush did before he leaps. And because he is viewed as markedly less ideological than most presidential candidates (political observers note that on some issues he seems conservative, on others liberal, and on still others nonclassifiable), Trump may be able to switch positions easily, leaving room to maneuver in negotiations with Congress and foreign leaders. But on balance, he’s unlikely to shy away from risky decisions that, should they work out, could burnish his legacy and provide him an emotional payoff.
The real psychological wild card, however, is Trump’s agreeableness—or lack thereof. There has probably never been a U.S. president as consistently and overtly disagreeable on the public stage as Donald Trump is. If Nixon comes closest, we might predict that Trump’s style of decision making would look like the hard-nosed realpolitik that Nixon and his secretary of state, Henry Kissinger, displayed in international affairs during the early 1970s, along with its bare-knuckled domestic analog. That may not be all bad, depending on one’s perspective. Not readily swayed by warm sentiments or humanitarian impulses, decision makers who, like Nixon, are dispositionally low on agreeableness might hold certain advantages when it comes to balancing competing interests or bargaining with adversaries, such as China in Nixon’s time.
In international affairs, Nixon was tough, pragmatic, and coolly rational. Trump seems capable of a similar toughness and strategic pragmatism, although the cool rationality does not always seem to fit, probably because Trump’s disagreeableness appears so strongly motivated by anger.
In domestic politics, Nixon was widely recognized to be cunning, callous, cynical, and Machiavellian, even by the standards of American politicians. Empathy was not his strong suit. This sounds a lot like Donald Trump, too—except you have to add the ebullient extroversion, the relentless showmanship, and the larger-than-life celebrity. Nixon could never fill a room the way Trump can.
Research shows that people low in agreeableness are typically viewed as untrustworthy. Dishonesty and deceit brought down Nixon and damaged the institution of the presidency. It is generally believed today that all politicians lie, or at least dissemble, but Trump appears extreme in this regard.
Assessing the truthfulness of the 2016 candidates’ campaign statements, PolitiFact recently calculated that only 2 percent of the claims made by Trump are true, 7 percent are mostly true, 15 percent are half true, 15 percent are mostly false, 42 percent are false, and 18 percent are “pants on fire.” Adding up the last three numbers (from mostly false to flagrantly so), Trump scores 75 percent. The corresponding figures for Ted Cruz, John Kasich, Bernie Sanders, and Hillary Clinton, respectively, are 66, 32, 31, and 29 percent.
In sum, Donald Trump’s basic personality traits suggest a presidency that could be highly combustible. One possible yield is an energetic, activist president who has a less than cordial relationship with the truth. He could be a daring and ruthlessly aggressive decision maker who desperately desires to create the strongest, tallest, shiniest, and most awesome result—and who never thinks twice about the collateral damage he will leave behind. Tough. Bellicose. Threatening. Explosive.
the presidential contest of 1824, Andrew Jackson won the most electoral votes, edging out John Quincy Adams, Henry Clay, and William Crawford. Because Jackson did not have a majority, however, the election was decided in the House of Representatives, where Adams prevailed. Adams subsequently chose Clay as his secretary of state. Jackson’s supporters were infuriated by what they described as a “corrupt bargain” between Adams and Clay.
The Washington establishment had defied the will of the people, they believed. Jackson rode the wave of public resentment to victory four years later, marking a dramatic turning point in American politics. A beloved hero of western farmers and frontiersmen, Jackson was the first non-aristocrat to become president.
He was the first president to invite everyday folk to the inaugural reception. To the horror of the political elite, throngs tracked mud through the White House and broke dishes and decorative objects. Washington insiders reviled Jackson. They saw him as intemperate, vulgar, and stupid. Opponents called him a jackass—the origin of the donkey symbol for the Democratic Party. In a conversation with Daniel Webster in 1824, Thomas Jefferson described Jackson as “one of the most unfit men I know of” to become president of the United States, “a dangerous man” who cannot speak in a civilized manner because he “choke[s] with rage,” a man whose “passions are terrible.” Jefferson feared that the slightest insult from a foreign leader could impel Jackson to declare war.
Even Jackson’s friends and admiring colleagues feared his volcanic temper. Jackson fought at least 14 duels in his life, leaving him with bullet fragments lodged throughout his body. On the last day of his presidency, he admitted to only two regrets: that he was never able to shoot Henry Clay or hang John C. Calhoun.
The similarities between Andrew Jackson and Donald Trump do not end with their aggressive temperaments and their respective positions as Washington outsiders. The similarities extend to the dynamic created between these dominant social actors and their adoring audiences—or, to be fairer to Jackson, what Jackson’s political opponents consistently feared that dynamic to be. They named Jackson “King Mob” for what they perceived as his demagoguery. Jackson was an angry populist, they believed—a wild-haired mountain man who channeled the crude sensibilities of the masses. More than 100 years before social scientists would invent the concept of the authoritarian personality to explain the people who are drawn to autocratic leaders, Jackson’s detractors feared what a popular strongman might do when encouraged by an angry mob.
During and after World War II, psychologists conceived of the authoritarian personality as a pattern of attitudes and values revolving around adherence to society’s traditional norms, submission to authorities who personify or reinforce those norms, and antipathy—to the point of hatred and aggression—toward those who either challenge in-group norms or lie outside their orbit. Among white Americans, high scores on measures of authoritarianism today tend to be associated with prejudice against a wide range of “out-groups,” including homosexuals, African Americans, immigrants, and Muslims. Authoritarianism is also associated with suspiciousness of the humanities and the arts, and with cognitive rigidity, militaristic sentiments, and Christian fundamentalism.
When individuals with authoritarian proclivities fear that their way of life is being threatened, they may turn to strong leaders who promise to keep them safe—leaders like Donald Trump. In a national poll conducted recently by the political scientist Matthew MacWilliams, high levels of authoritarianism emerged as the single strongest predictor of expressing political support for Donald Trump. Trump’s promise to build a wall on the Mexican border to keep illegal immigrants out and his railing against Muslims and other outsiders have presumably fed that dynamic.
As the social psychologist Jesse Graham has noted, Trump appeals to an ancient fear of contagion, which analogizes out-groups to parasites, poisons, and other impurities. In this regard, it is perhaps no psychological accident that Trump displays a phobia of germs, and seems repulsed by bodily fluids, especially women’s. He famously remarked that Megyn Kelly of Fox News had “blood coming out of her wherever,” and he repeatedly characterized Hillary Clinton’s bathroom break during a Democratic debate as “disgusting.” Disgust is a primal response to impurity. On a daily basis, Trump seems to experience more disgust, or at least to say he does, than most people do.
The authoritarian mandate is to ensure the security, purity, and goodness of the in-group—to keep the good stuff in and the bad stuff out. In the 1820s, white settlers in Georgia and other frontier areas lived in constant fear of American Indian tribes. They resented the federal government for not keeping them safe from what they perceived to be a mortal threat and a corrupting contagion. Responding to these fears, President Jackson pushed hard for the passage of the Indian Removal Act, which eventually led to the forced relocation of 45,000 American Indians. At least 4,000 Cherokees died on the Trail of Tears, which ran from Georgia to the Oklahoma territory.
An American strand of authoritarianism may help explain why the thrice-married, foul-mouthed Donald Trump should prove to be so attractive to white Christian evangelicals. As Jerry Falwell Jr. told The New York Times in February, “All the social issues—traditional family values, abortion—are moot if isis blows up some of our cities or if the borders are not fortified.” Rank-and-file evangelicals “are trying to save the country,” Falwell said. Being “saved” has a special resonance among evangelicals—saved from sin and damnation, of course, but also saved from the threats and impurities of a corrupt and dangerous world.
When my research associates and I once asked politically conservative Christians scoring high on authoritarianism to imagine what their life (and their world) might have been like had they never found religious faith, many described utter chaos—families torn apart, rampant infidelity and hate, cities on fire, the inner rings of hell. By contrast, equally devout politically liberal Christians who scored low on authoritarianism described a barren world depleted of all resources, joyless and bleak, like the arid surface of the moon. For authoritarian Christians, a strong faith—like a strong leader—saves them from chaos and tamps down fears and conflicts.Donald Trump is a savior, even if he preens and swears, and waffles on the issue of abortion.
In December, on the campaign trail in Raleigh, North Carolina, Trump stoked fears in his audience by repeatedly saying that “something bad is happening” and “something really dangerous is going on.” He was asked by a 12-year-old girl from Virginia, “I’m scared—what are you going to do to protect this country?”Trump responded: “You know what, darling? You’re not going to be scared anymore. They’re going to be scared.”
Trump Mental Habits
In The Artof the Deal, Trump counsels executives, CEOs, and other deal makers to “think big,” “use your leverage,” and always “fight back.” When you go into a negotiation, you must begin from a position of unassailable strength.
For Trump, the concept of “the deal” represents what psychologists call a personal schema—a way of knowing the world that permeates his thoughts. Cognitive-science research suggests that people rely on personal schemata to process new social information efficiently and effectively. By their very nature, however, schemata narrow a person’s focus to a few well-worn approaches that may have worked in the past, but may not necessarily bend to accommodate changing circumstances. A key to successful decision making is knowing what your schemata are, so that you can change them when you need to.
In the negotiations for the Menie Estate in Scotland, Trump wore Tom Griffin down by making one outlandish demand after another and bargaining hard on even the most trivial issues of disagreement. He never quit fighting. “Sometimes, part of making a deal is denigrating your competition,” Trump writes. When local residents refused to sell properties that Trump needed in order to finish the golf resort, he ridiculed them on the Late Show With David Letterman and in newspapers, describing the locals as rubes who lived in “disgusting” ramshackle hovels.
As D’Antonio recounts in Never Enough, Trump’s attacks incurred the enmity of millions in the British Isles, inspired an award-winning documentary highly critical of Trump (You’ve Been Trumped), and transformed a local farmer and part-time fisherman named Michael Forbes into a national hero. After painting the words no golf course on his barn and telling Trump he could “take his money and shove it up his arse,” Forbes received the 2012 Top Scot honor at the Glenfiddich Spirit of Scotland Awards. (That same year, Trump’s golf course was completed nonetheless. He promised that its construction would create 1,200 permanent jobs in the Aberdeen area, but to date, only about 200 have been documented.)
Trump’s recommendations for successful deal making include less antagonistic strategies: “protect the downside” (anticipate what can go wrong), “maximize your options,” “know your market,” “get the word out,” and “have fun.” As president, Trump would negotiate better trade deals with China, he says, guarantee a better health-care system by making deals with pharmaceutical companies and hospitals, and force Mexico to agree to a deal whereby it would pay for a border wall. On the campaign trail, he has often said that he would simply pick up the phone and call people—say, a CEO wishing to move his company to Mexico—in order to make propitious deals for the American people.
Trump’s focus on personal relationships and one-on-one negotiating pays respect to a venerable political tradition. For example, a contributor to Lyndon B. Johnson’s success in pushing through civil-rights legislation and other social programs in the 1960s was his unparalleled expertise in cajoling lawmakers. Obama, by contrast, has been accused of failing to put in the personal effort needed to forge close and productive relationships with individual members of Congress.
Having said that, deal making is an apt description for only some presidential activities, and the modern presidency is too complex to rely mainly on personal relationships. Presidents work within institutional frameworks that transcend the idiosyncratic relationships between specific people, be they heads of state, Cabinet secretaries, or members of Congress. The most-effective leaders are able to maintain some measure of distance from the social and emotional fray of everyday politics. Keeping the big picture in mind and balancing a myriad of competing interests, they cannot afford to invest too heavily in any particular relationship. For U.S. presidents, the political is not merely personal. It has to be much more.
Trump has hinted at other means through which he might address the kind of complex, long-standing problems that presidents face. “Here’s the way I work,” he writes in Crippled America: How to Make America Great Again, the campaign manifesto he published late last year. “I find the people who are the best in the world at what needs to be done, then I hire them to do it, and then I let them do it … but I always watch over them.” And Trump knows that he cannot do it alone:
Many of our problems, caused by years of stupid decisions, or no decisions at all, have grown into a huge mess. If I could wave a magic wand and fix them, I’d do it. But there are a lot of different voices—and interests—that have to be considered when working toward solutions. This involves getting people into a room and negotiating compromises until everyone walks out of that room on the same page.
Amid the polarized political rhetoric of 2016, it is refreshing to hear a candidate invoke the concept of compromise and acknowledge that different voices need to be heard. Still, Trump’s image of a bunch of people in a room hashing things out connotes a neater and more self-contained process than political reality affords. It is possible that Trump could prove to be adept as the helmsman of an unwieldy government whose operation involves much more than striking deals—but that would require a set of schemata and skills that appear to lie outside his accustomed way of solving problems.
For psychologists, it is almost impossible to talk about Donald Trump without using the word narcissism. Asked to sum up Trump’s personality for an article in Vanity Fair, Howard Gardner, a psychologist at Harvard, responded, “Remarkably narcissistic.” George Simon, a clinical psychologist who conducts seminars on manipulative behavior, says Trump is “so classic that I’m archiving video clips of him to use in workshops because there’s no better example” of narcissism. “Otherwise I would have had to hire actors and write vignettes. He’s like a dream come true.”
When I walk north on Michigan Avenue in Chicago, where I live, I often stop to admire the sleek tower that Trump built on the Chicago River. But why did he have to stencil his name in 20‑foot letters across the front? As nearly everybody knows, Trump has attached his name to pretty much everything he has ever touched—from casinos to steaks to a so-called university that promised to teach students how to become rich. Self-references pervade Trump’s speeches and conversations, too.
When, in the summer of 1999, he stood up to offer remarks at his father’s funeral, Trump spoke mainly about himself. It was the toughest day of his own life, Trump began. He went on to talk about Fred Trump’s greatest achievement: raising a brilliant and renowned son. As Gwenda Blair writes in her three-generation biography of the Trump family, The Trumps, “the first-person singular pronouns, the I and me and my, eclipsed the he and his. Where others spoke of their memories of Fred Trump, Donald spoke of Fred Trump’s endorsement.”
In the ancient Greek legend, the beautiful boy Narcissus falls so completely in love with the reflection of himself in a pool that he plunges into the water and drowns. The story provides the mythical source for the modern concept of narcissism, which is conceived as excessive self-love and the attendant qualities of grandiosity and a sense of entitlement. Highly narcissistic people are always trying to draw attention to themselves. Repeated and inordinate self-reference is a distinguishing feature of their personality.