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Psychopathic Leadership A Case Study of a Corporate Psychopath CEO

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  • Clive R. Boddy

    (Middlesex University Business School)

Abstract

This longitudinal case study reports on a charity in the UK which gained a new CEO who was reported by two middle managers who worked in the charity, to embody (respectively) all or most of the ten characteristics within a measure of corporate psychopathy. The leadership of this CEO with a high corporate psychopathy score was reported to be so poor that the organisation was described as being one without leadership and as a lost organisation with no direction. This paper outlines the resultant characteristics of the ensuing aimlessness and lack of drive of the organisation involved. Comparisons are made to a previous CEO in the same organisation, who was reportedly an authentic, effective and transformational leader. Outcomes under the CEO with a high corporate psychopathy score were related to bullying, staff withdrawal and turnover as effective employees stayed away from and/or left the organisation. Outcomes also included a marked organisational decline in terms of revenue, employee commitment, creativity and organisational innovativeness. The paper makes a contribution to both leadership and to corporate psychopathy research as it appears to be the first reported study of a CEO with a high corporate psychopathy score.

Suggested Citation

  • Clive R. Boddy, 2017. "Psychopathic Leadership A Case Study of a Corporate Psychopath CEO," Journal of Business Ethics, Springer, vol. 145(1), pages 141-156, September.
    • Handle: RePEc:kap:jbuset:v:145:y:2017:i:1:d:10.1007_s10551-015-2908-6
    DOI: 10.1007/s10551-015-2908-6
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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.
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    11. Clive Boddy, 2011. "The Corporate Psychopaths Theory of the Global Financial Crisis," Journal of Business Ethics, Springer, vol. 102(2), pages 255-259, August.
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    13. 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.
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    6. James R. Van Scotter & Karina De Déa Roglio, 2020. "CEO Bright and Dark Personality: Effects on Ethical Misconduct," Journal of Business Ethics, Springer, vol. 164(3), pages 451-475, July.
    7. Ling L. Harris & Scott B. Jackson & Joel Owens & Nicholas Seybert, 2022. "Recruiting Dark Personalities for Earnings Management," Journal of Business Ethics, Springer, vol. 178(1), pages 193-218, June.

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