Corporate Psychopaths Research Articles

Corporate psychopathy: deviant workplace behaviour and toxic leaders – part one

Purpose– Increasingly, it is recognized that (larger) organizations have many employees who present with corporate psychopathy (i.e. a milder version of antisocial personality disorder (APD)). Importantly, such a disorder contributes to the presence of deviant workplace behaviour. Organizations must therefore adapt its practices to both identify and manage employees who either present with, or have tendencies towards, corporate psychopathy. As a means of developing a guiding framework for organizational adaptation, the purpose of this two-part paper is to offer two reviews of relevant research. The first revolves around the body of knowledge regarding corporate psychopathy and the primary, established behavioural method of identifying its presence; the second is a brief review on physiological measures that can complement current gold standards.Design/methodology/approach– A range of published empirical and practitioner research articles were reviewed to elaborate on APD and corporate psychopathy; showcase the efficacy of the currently most accepted method of detecting psychopathic behaviour – the Psychopathy Checklist (PCL) and; highlight physiological methods of detecting psychopathic tendencies which may complement usage of the PCL – electroencephalography, measurement of galvanic skin responses, and electromyography.Findings– Deviant workplace behaviours cause losses of billions of dollars across all business organizations, and much of this behaviour stems from corporate psychopaths in positions of leadership; the PCL, while useful, can nonetheless yield sharp differences in the identification of psychopathy across different administrators of the test; measures of physiological states show good reliability in discriminating psychopathic persons from non-psychopathic persons. Based on these findings, the authors propose guidelines for how to identify and mitigate the effects of corporate psychopathy for organizations.Research limitations/implications– The proposed guidelines must be tested in an empirical paper to measure their effectiveness.Practical implications– The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered to safeguard against the potentially detrimental conduct of corporate psychopaths in their organizations.Social implications– This paper highlights the need to identify and ward against the presence of corporate psychopaths. There needs to be guidelines for organizations on how to identify and mitigate the effects of corporate psychopathy for organizations.Originality/value– The suggestion of integrating physiological methods of detection with the PCL, as well as urging proactive education of all employees as the symptoms and effects of corporate psychopathy, is the novel contribution of the paper.

Identifications, Volitions and the Case of Successful Psychopaths

While many profound philosophical questions arise about psychopaths, I wish to draw attention to two limitations in current debates. First, philosophers mainly deal with offender and forensic populations neglecting so-called ‘successful’ psychopaths. Second, philosophers mainly focus on the issue of empathy and responsibility, while relatively little attention is paid to volitional aspects. I address these two limitations together and argue that ‘successful’ psychopaths are volitionally constrained. In order to grasp and explore this deficiency, I argue in favour of a more refined and fine-grained understanding of identifications.

The Mismeasure of Psychopathy: A Commentary on Boddy’s PM-MRV

Boddy and his colleagues have published several articles on “corporate psychopathy” using what they refer to as a Psychopathy Measure—Management Research Version (PM-MRV). They based this measure on the items that comprise the Interpersonal and Affective dimensions (Factor 1) of the Hare Psychopathy Checklist-Revised (PCL-R), a widely used copyrighted and controlled instrument. The PM-MRV not only misspecifies the construct of psychopathy, but also serves as an example of the problems associated with an attempt to form a “new” scale by adapting items from a proprietary scale. The PCL-R measures a superordinate construct underpinned by four correlated dimensions or first-order factors, not just the two in the PM-MRV. The other two dimensions are Lifestyle and Antisocial, which together form Factor 2 of the PCL-R. As defined by the PCL-R, psychopathy requires high scores on both Factor 1 and Factor 2. Lack of validity aside, even if the PM-MRV were to be a useful measure of Factor 1, it would not discriminate between psychopathy and other “dark personalities,” such as Machiavellianism and narcissism, which, along with psychopathy, form the Dark Triad. This lack of discrimination stems from the fact that each of these personalities shares features measured by Factor 1 and, by implication, by the PM-MRV. Research findings based on the PM-MRV may have some meaning with respect to dark personalities in general, but their relevance to psychopathy, as measured with the PCL-R, is tenuous at best.

Receptivity, reactivity and the successful psychopath

I argue that psychopathy undermines three common assumptions typically invoked in favor of moderate reasons responsive theories of moral responsibility. First, I propose a theory of psychopathic agency and claim that psychopathic agency suggests that the systems underlying receptivity to reason bifurcate into at least two sub-systems of receptivity. Next, I claim that the bifurcation of systems for receptivity suggests that reactivity is not “all of a piece” but that it too decomposes into at least two sub-systems. Lastly, I argue that prior attempts by Fischer and Ravizza to address these concerns contain an appeal to internalism. Since Fischer and Ravizza want their theory to remain agnostic about the nature of reasons for action, this appeal to internalism is problematic for their view. I close by suggesting that if we are to make sense of when and why psychopaths are responsible then a mechanism-based theory of responsibility must be able to explain how different systems of receptivity and reactivity come together to constitute a single mechanism that grounds responsibility ascriptions for action and they must do so without tacitly appealing to implausible forms of internalism about reasons for action.

"Unethical Corporate Values, Bullying Experiences, Psychopathy, and Salespersons' Ethical Reasoning"

This exploratory study assesses the relationships among unethical corporate values, bullying, psychopathy, and selling professionals’ ethical evaluations of deviant behaviors. At the intersection of these constructs is the idea that a poor work context and negative psychology are interrelated so that competitive and self-interested selling is encouraged and ethical reasoning is reduced. Information was collected in the United States from national and regional samples of selling professionals (N = 356). While controlling for social desirability, hierarchical regressions indicated that unethical corporate values were positively linked to both bullying experiences and psychopathic attitudes, and that bullying was positively associated with psychopathy. Psychopathy and unethical corporate values were also negatively associated with moral intensity, while moral intensity was positively related to perceived ethical issue importance, and psychopathy and unethical corporate values were negatively related to ethic...

Threat perception: How psychopathy and Machiavellianism relate to social perceptions during competition

Descriptions of successful psychopathy are synonymous with Machiavellianism: both describe high-functioning individuals who are adept at exploiting and manipulating others. However, previous research has found social-cognitive deficits associated with these traits that should decrease successful manipulation. In the present study, we investigated the presence of biases in interpersonal threat perceptions. Community members participated in a competition task and completed self-report measures of psychopathy and Machiavellianism. Analyses revealed that psychopathy, in particular callous affect, significantly predicted a bias to view individuals as unthreatening, irrespective of the targets’ emotional expression or the perceivers’ Machiavellianism or gender. These findings provide a meaningful distinction between psychopathy and Machiavellianism in the context of socio-cognitive deficits. Future research should further investigate specific attributes that contribute to successful manipulation and how they distinguish psychopathy and Machiavellianism.

Corporate psychopathy and the full-range leadership model.

The B-Scan 360 is a relatively new, purpose-built measure of corporate psychopathy that addresses many of the issues inherent in studying psychopathy in organizations. The primary goal of the present study was to measure the relationship between employees' perception of psychopathic features in their supervisor and their rating of their supervisor on the Full-Range Model of Leadership. The second goal of the study was to test the B-Scan 360's factor structure and test its interrater reliability in an organizational sample. A total of 491 civic employees and 116 employees from a branch of a large financial company completed the B-Scan 360 as well as the Multifactor Leadership Questionnaire on their direct supervisor. The B-Scan 360 and all of its four factors were positively correlated with passive leadership (Laissez-Faire leadership) and negatively correlated with positive leadership (both Transactional and Transformational leadership). Furthermore, results revealed the same four-factor structure and good interrater reliability for the B-Scan 360 in this business sample as previously reported for a general population. Overall, the results provide additional support for the B-Scan 360 as a measure of psychopathic traits in corporate settings.

Pathological Work Victimisation in Public Sector Organisations

Workers in public sector organisations might expect any threat to their physical and psychological safety and wellbeing to fall far short of any unreasonable risk. However, the evidence is by no means certain. One of the most persistent and prevalent organisational perils is work victimisation. A propensity towards this type of abuse in government organisations is most disturbing, since they remain a major employer, and hence, have a direct bearing on the occupational fates of a large and growing number of personnel. This paper provides a brief discussion of work victimisation and focuses attention one of its most unrepentant and enigmatic perpetrators, the corporate psychopath. The paper highlights some individual and institutional measures designed to enable employees to mitigate the risk of abuse by these victimisers.

Greed is good? Assessing the relationship between entrepreneurship and subclinical psychopathy

Despite the stereotype of entrepreneurs as corporate psychopaths, there has been little research on the overlap between individual differences in entrepreneurship and subclinical psychopathy. In line with this issue, the current study investigated whether primary and secondary psychopathy are linked to a measure of entrepreneurial tendencies and abilities, as well as entrepreneurial activities and achievements. Participants were 435 working adults. Structural equation models revealed that individual differences in entrepreneurial tendencies and abilities were positively related to primary psychopathy, but unrelated to secondary psychopathy. Secondary psychopathy did not predict entrepreneurial activity; primary psychopathy predicted some entrepreneurial outcomes, albeit modestly, providing partial support for the‘corporate psychopath’ stereotype. Implications for entrepreneurship research and practice are discussed.

Corporate Psychopathy: Can ‘Search and Destroy’ and ‘Hearts and Minds’ Military Metaphors Inspire HRM Solutions?

Corporate psychopathy (CP) thrives perhaps as the most significant threat to ethical corporate behaviour around the world. We argue that Human Resources Management (HRM) professionals should formulate strategic solutions metaphorically by balancing what strategic military planners famously call ‘Search and Destroy’ (SD) and ‘Hearts and Minds’ (HM) counter-terrorist strategy. We argue that these military metaphors offer creative inspiration to help academics and practitioners theorise CP in richer, more reflective and more balanced and complementary ways. An appreciation of both metaphors is likely to favour the use of hybrid strategies comprising SD and HM elements, which may provide the best HRM solutions to CP for the same reasons as the military now considers parallel hybrid solutions optimal for combating terrorist and guerrilla insurgency.

Mapping the Darkness and Finding the Light: DSM-5 and Assessment of the “Corporate Psychopath”

Mapping the Darkness and Finding the Light: DSM-5 and Assessment of the “Corporate Psychopath”

A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction

Although psychopathy often is considered the most toxic of the “types” that make up the Dark Triad of personality (psychopathy, narcissism, Machiavellianism), its role in organizational leadership is the least explored. Using the B-Scan 360, a measure of corporate psychopathy, we investigated the relationships among employees’ perceptions of psychopathic traits in their supervisors, employee psychological distress, work–family conflict, and job satisfaction. Participants in two different samples, one civic and the other financial, rated their supervisors with the B-Scan 360, and completed self-report measures of psychological distress, work–family conflict, and job satisfaction. Structural equation modeling (SEM) indicated that in each sample B-Scan 360 scores of supervisors were directly and negatively related to employee job satisfaction. The two samples differed somewhat in the associations of the B-Scan 360 with employee psychological distress and work–family conflict. Overall, the results illustrate the effects of perceived psychopathic traits in supervisors on employee well-being and job-related attitudes.

Commentary on “The role of innovation in driving the economy: Lessons from the global financial crisis”

This commentary reacts to an article by Hausman and Johnston advocating innovation and entrepreneurship as keys to solving the current global financial crisis published in this special issue. The commentary is a valuable resonance board for my own ideas that, in some respects, deviate from those of the authors. I start from a partially different paradigm than the authors, as my theoretical platform is a new science of marketing and service that emerged during the 2000s. I find many of the suggestions logical and thoughtful, but primarily academic and US-centric. Will they work in practice, and especially on a global scale? I think the suggested solutions will work under certain conditions, but the world is imperfect and the necessary conditions are often absent. For example, the article shows confidence in the ability of governments to regulate and control and of research to contribute with more advanced metrics. Here I have doubts. I also find economic and management disciplines require new aspects for proposed solutions to work. Among these new aspects are the lack of genuine corporate social responsibility, growing corruption and crime, and the role of financial leaders whose behavior opened a new research field called “corporate psychopathy.”

Corporate Psychopaths, Conflict, Employee Affective Well-Being and Counterproductive Work Behaviour

This article explains who Corporate Psychopaths are, and some of the processes by which they stimulate counterproductive work behaviour among employees. The article hypothesizes that conflict and bullying will be higher, that employee affective well-being will be lower and that frequencies of counterproductive work behaviour will also be higher in the presence of Corporate Psychopaths. Research was conducted among 304 respondents in Britain in 2011, using a psychopathy scale embedded in a self-completion management survey. The article concludes that Corporate Psychopaths have large and significant impacts on conflict and bullying and employee affective well-being; these have large and significant impacts on counterproductive work behaviour. There is no difference between male and female degrees of negative reaction to the presence of managers who are Corporate Psychopaths.

Turning Point: Corporate Psychopaths: Uncaring Citizens, Irresponsible Leaders

Turning Point: Corporate Psychopaths: Uncaring Citizens, Irresponsible Leaders

Psychopathy and Corporate Crime: A Preliminary Examination, Part 1

In Part 1 of this two part review essay that explores the relationship between psychopathy and corporate crime, we introduce and discuss the concepts of corporate crime and psychopathy and then examine the leading theories of corporate crime within the discipline of criminology. We show how these approaches tend to fall short as thorough explanations of corporate crime and then illustrate how the concept of psychopathy can help us better understand it. Recent examples of corporate wrongdoing committed in the oil, automobile, and financial industries presented in Part 2 illustrate recent behaviors of corporations that are consistent with psychopathy.

Evading Justice

The “successful psychopath” is thought to evade scientific study because most forensic psychopathy research is limited to incarcerated—putatively unsuccessful—samples. By redefining criminal success as the proportion of past undetected crimes, the present study tested the hypothesis that psychopathic traits are associated with criminal success within an incarcerated sample ( N = 307). Psychopathy was assessed using the Hare Psychopathy Checklist–Revised. Criminal history was assessed retrospectively for 24 violent and nonviolent crimes via self-report using a confidential semistructured interview. Controlling for social desirability score, greatest criminal success was associated with moderate to high psychopathy scores, particularly for violent crimes. At the trait level, antisocial lifestyle and behavioral psychopathic traits predicted increased criminal success, whereas affective psychopathic traits predicted decreased criminal success. These results suggest that criminal success can be meaningfully evaluated using an incarcerated sample and can inform models of psychopathy.

Factor structure of the B-Scan 360: A measure of corporate psychopathy.

Psychopathy is a clinical construct defined by a cluster of personality traits and behaviors, including grandiosity, egocentricity, deceptiveness, shallow emotions, lack of empathy or remorse, irresponsibility, impulsivity, and a tendency to ignore or violate social norms. The majority of empirical research on psychopathy involves forensic populations most commonly assessed with the Psychopathy Checklist-Revised (PCL-R), a 20-item rating scale that measures 4 related factors or dimensions (Interpersonal, Affective, Lifestyle, and Antisocial) that underpin the superordinate construct of psychopathy. Recently, researchers have turned their attention to the nature and implications of psychopathic features in the workplace. This research has been hampered by the lack of an assessment tool geared to the corporate/organizational world. Here we describe the B-Scan 360, an instrument that uses ratings of others to measure psychopathic features in workplace settings. In this study, large samples of participants used an online survey system to rate their supervisors on the B-Scan 360. Exploratory and confirmatory factor analyses supported a reliable 20-item, 4-factor model that is consistent with the PCL-R 4-factor model of psychopathy. Although more research is needed before the B-Scan 360 can be used in organizational settings, we believe that these results represent an important step forward in the study of corporate psychopathy.

On the Criminal Culpability of Successful and Unsuccessful Psychopaths

The psychological literature now differentiates between two types of psychopath: successful (with little or no criminal record) and unsuccessful (with a criminal record). Recent research indicates that earlier findings of reduced autonomic activity, reduced prefrontal grey matter, and compromised executive activity may only be true of unsuccessful psychopaths. In contrast, successful psychopaths actually show autonomic and executive function that exceeds that of normals, while having no difference in prefrontal volume from normals. We argue that many successful psychopaths are legally responsible for their actions, as they have the executive capacity to choose not to harm (and thus are legally rational). However, many unsuccessful psychopaths have a lack of executive function that should at least partially excuse them from criminal culpability. Although a successful psychopath's increased executive function may occur in conflict with, rather than in consonance with their increased autonomic activity—producing a cognitive style characterized by selfdeception and articulate-sounding, but unsound reasoning—they may be capable of recognizing and correcting their lack of autonomic data, and thus can be held responsible.

Can an Ethical Revival of Prudence Within Prudential Regulation Tackle Corporate Psychopathy?

The view that corporate psychopathy played a significant role in causing the global financial crisis, although insightful, paints a reductionist picture of what we present as the broader issue. Our broader issue is the tendency for psychopathy, narcissism and Machiavellianism to cluster psychologically and culturally as ‘dark leadership’ within global financial institutions. Strong evidence for their co-intensification across society and in corporations ought to alarm financial regulators. We argue that an ‘ethical revival’ of prudence within prudential regulation ought to be included in any package of solutions. Referencing research on moral muteness and the role of language in framing thoughts and behaviours, we recommend that regulators define prudence in an explicitly normative sense, an approach that may be further strengthened by drawing upon a widely appealing ethic of intergenerational care. An ethical revival of prudence, we argue, would allow the core problems of greed and myopia highlighted by corporate psychopathy theory to be addressed in a politically sensitive manner which recognises the pitfalls of regulating directly against corporate psychopathy. Furthermore, it would provide a viable conceptual framework to guide regulators along the treacherous path to more intrusive cultural regulation.