Abstract
Individuals with psychopathic tendencies are sometimes quite capable of acquiring and maintaining leadership positions. One explanation could be that leaders with psychopathic personality profiles “hide behind the mask of sanity” by managing the public display of their emotions so that it positively affects other people's perceptions. We conducted a multisource team study (N = 306 teams) to investigate how leader primary psychopathy and emotion regulation strategies are related to follower perceptions of leader authenticity and follower trust in the leader. We found that leaders with stronger primary psychopathic tendencies would do better to adhere to a strategy of surface acting and refrain from deep acting in order to affect follower trust positively. Perceived authenticity explains the interactive effect of leader emotion regulation and psychopathy on follower trust. We also found that for leaders with higher levels of primary psychopathy deep acting is a less fruitful strategy because they lack the necessary empathic concern, and that the display of naturally felt emotions is a good strategy because it is positively associated with follower trust. We discuss whether the differential use of emotion regulation strategies might explain primary psychopaths’ upward mobility and how their use of emotion regulation strategies could help them to be perceived positively.
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