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Moral Emotions and Corporate Psychopathy: A Review

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  • Benjamin R. Walker

    (University of New South Wales)

  • Chris J. Jackson

    (University of New South Wales)

Abstract

While psychopathy research has been growing for decades, a relatively new area of research is corporate psychopathy. Corporate psychopaths are simply psychopaths working in organizational settings. They may be attracted to the financial, power, and status gains available in senior positions and can cause considerable damage within these roles from a manipulative interpersonal style to large-scale fraud. Based upon prior studies, we analyze psychopathy research pertaining to 23 moral emotions classified according to functional quality (positive vs. negative signal) and target (self vs. other). Based upon our review, we suggest that psychopaths are high in moral emotions associated with other-directed negative signals, low in self-directed negative signals, and low in other-directed positive signals. We found no empirical articles related to self-directed positive signals. This understanding of the specific moral emotion deficits of corporate psychopaths provides greater theoretical understanding and practical implications of knowing which individuals not to promote, though more research is needed on moral emotions that are faked for manipulative reasons.

Suggested Citation

  • Benjamin R. Walker & Chris J. Jackson, 2017. "Moral Emotions and Corporate Psychopathy: A Review," Journal of Business Ethics, Springer, vol. 141(4), pages 797-810, April.
  • Handle: RePEc:kap:jbuset:v:141:y:2017:i:4:d:10.1007_s10551-016-3038-5
    DOI: 10.1007/s10551-016-3038-5
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    References listed on IDEAS

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    1. Clive Boddy, 2014. "Corporate Psychopaths, Conflict, Employee Affective Well-Being and Counterproductive Work Behaviour," Journal of Business Ethics, Springer, vol. 121(1), pages 107-121, April.
    2. Dan Chiaburu & Gonzalo Muñoz & Richard Gardner, 2013. "How to Spot a Careerist Early On: Psychopathy and Exchange Ideology as Predictors of Careerism," Journal of Business Ethics, Springer, vol. 118(3), pages 473-486, December.
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    5. Svetlana Holt & Joan Marques, 2012. "Empathy in Leadership: Appropriate or Misplaced? An Empirical Study on a Topic that is Asking for Attention," Journal of Business Ethics, Springer, vol. 105(1), pages 95-105, January.
    6. Alasdair Marshall & Denise Baden & Marco Guidi, 2013. "Can an Ethical Revival of Prudence Within Prudential Regulation Tackle Corporate Psychopathy?," Journal of Business Ethics, Springer, vol. 117(3), pages 559-568, October.
    7. Wilson, James Q., 1993. "The Moral Sense," American Political Science Review, Cambridge University Press, vol. 87(1), pages 1-11, March.
    8. Gerdien Vries & Karen Jehn & Bart Terwel, 2012. "When Employees Stop Talking and Start Fighting: The Detrimental Effects of Pseudo Voice in Organizations," Journal of Business Ethics, Springer, vol. 105(2), pages 221-230, January.
    9. Gregory Stevens & Jacqueline Deuling & Achilles Armenakis, 2012. "Successful Psychopaths: Are They Unethical Decision-Makers and Why?," Journal of Business Ethics, Springer, vol. 105(2), pages 139-149, January.
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    Cited by:

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