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

Mathieu, Cynthia; Neumann, Craig S.; Hare, Robert D.; Babiak, Paul

doi:10.1016/j.paid.2013.11.010

Cited by 203 publications

(164 citation statements)

References 29 publications

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“…Corporate psychopathy is associated in substantial measures with emotional exhaustion, depersonalization, and decreased personal accomplishments in employees. The finding is consistent with previous studies on the negative outcomes of corporate psychopathy (Mathieu and Babiak, 2016;Mathieu et al, 2014;Boddy, 2014).…”

Section: Discussion Of Findingssupporting

confidence: 93%

“…It is also proposed that the attitude and activities of corporate psychopaths will translate to absenteeism and employee turnover (Houshmand et al, 2012). Empirical study by Mathieu et al (2014) established that corporate psychopathy will result in decreased employee wellbeing, job dissatisfaction and poor job attitudes. While most of the outcomes mentioned above could be traceable or related to psychopathy, the incidence of job burnout and its relationship to psychopathy, has not received empirical validation.…”

Section: Corporate Psychopathymentioning

confidence: 99%

“…Empirical findings have reported several outcomes of corporate psychopathy (Clark, 2007;Houshmand et al, 2012;Boddy, 2014;Mathieu et al, 2014). Corporate psychopaths usually belong to the upper echelon in many organizations, and their predatory nature portends adverse effects on employees who may become preys to their antics.…”

Section: Hypotheses Formulationmentioning

confidence: 99%

“…Citing the instance of the Enron scandal, Boddy (2011b) theorizes that corporate psychopaths are principally responsible for the unethical practices that led to the global financial crises in the late 2000s. Large scale Ponzi schemes, frauds, embezzlements (Babiak et al, 2010) and several counterproductive workplace outcomes (Boddy, 2011a;Mathieu et al, 2014;Wellons, 2012) are credited to the sinister presence of corporate psychopaths.…”

Section: Introductionmentioning

confidence: 99%

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Of Predators and Preys: Corporate Psychopathy and Employee Burnout as Parallels

Oyewunmi

Akinnusi

Oyewunmi

2018

Period. Polytech. Soc. Man. Sci.

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Different personalities constitute modern workplaces. One of such personalities is the corporate psychopath, whose presence poses manifold threats to organizational existence. This study examines the personality of the corporate psychopath and specifically investigates the relationship between corporate psychopathy and employee burnout. A total of 104 respondents within a university setting in Nigeria completed measures of corporate psychopathy to establish the existence of the traits in their managers; a self-report measure of employee burnout was also completed. Corporate psychopathy correlates positively and significantly with emotional exhaustion, depersonalization and decreased personal accomplishment. Results indicate that corporate psychopathy is an underlying factor of employee burnout. Enhanced whistleblowing structures and ethical regeneration are proffered to mitigate the consequences of corporate psychopathy in the face of cultural complexes that fan its flames.

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Section: Discussion Of Findingssupporting

confidence: 93%

Section: Corporate Psychopathymentioning

confidence: 99%

Section: Hypotheses Formulationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Of Predators and Preys: Corporate Psychopathy and Employee Burnout as Parallels

Oyewunmi

Akinnusi

Oyewunmi

2018

Period. Polytech. Soc. Man. Sci.

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“…Organisations are therefore becoming increasingly concerned about the phenomenon as organisational performance is significantly impacted (PuigRibera, McKenna, Gilson & Brown, 2008). A number of scholars, specifically Zopiatis and Constanti (2010), Mathieu, Neumann, Hare and Babiak (2014), Kara, Uysal, Sirgy and Lee (2013), conclude that leadership behaviour impacts followers' stress and burnout levels. The current research therefore included leadership as an important variable.…”

Section: Introductionmentioning

confidence: 99%

An investigation into the effect of leadership style on stress-related presenteeism in South African knowledge workers

George

Chiba

Scheepers

2017

SA j. hum. resour. manag.

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Orientation: Leadership styles influence knowledge workers’ job-stress-related presenteeism (JSRP) and, ultimately, organisational performance. Knowledge workers generally work under strict deadlines in fast-paced, stressful environments, and require organisational support.Research purpose: The objective of this study was to examine empirically the effect of three leadership styles, namely transformational, transactional and laissez-faire, on job-relatedstress presenteeism in knowledge workers across a number of industries in South Africa.Motivation for the study: Absenteeism has been the subject of much investigation but more research is required into the antecedents and consequences of presenteeism, the phenomenon of employees being physically present at work, but not fully functional and therefore unproductive. Illness as an antecedent to presenteeism has been studied, but limited attention has been given to presenteeism caused by stress. There are very few studies that investigate leadership styles as antecedents for JSRP and this study therefore sets out to provide quantitative evidence of this relationship.Research design, approach and method: The researchers used a cross-sectional quantitative approach within the positivism research philosophy. Two questionnaires were administered: the multifactor leadership questionnaire form 6S and the job-related-stress presenteeism questionnaire. Descriptive statistics and Pearson’s product-moment correlation were used to answer the research questions. The participants (N = 242) were knowledge workers, representing 12 widely categorised industries. The researchers analysed job role descriptions to ensure the respondents were all knowledge workers.Main findings: Transformational leadership has a higher negative correlation with JSRP than does transactional leadership, whereas laissez-faire leadership has no significant relationship with job stress or JSRP.Practical/managerial implications: The research provides a compelling case for investment into transformational and transactional leadership development by showing the preventative effect that transformational leadership and, to a lesser degree, transactional leadership, has on stress-associated presenteeism.Contribution/value-add: Presenteeism lowers organisational performance even more than absenteeism does, and exists at huge cost to employees’ quality of work-life. This empirical study, the first to use valid, reliable questionnaires to investigate the relationship between transformational, transactional and laissez-faire leadership on the one hand, and JSRP on the other, suggests that transformational leadership development should be prioritised.

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