Introduction – Corporate Psychopaths as Organisational Destroyers

Boddy, Clive R.

doi:10.1057/9780230307551_1

Cited by 38 publications

(85 citation statements)

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“…Respondents were asked to rate their managers/supervisors/team leaders on specific behavioural traits (mentioned earlier) that identified the presence of a corporate psychopath. Boddy (2011b) reports the internal consistency for the research construct of corporate psychopathy at high coefficient of 0.93. The Maslach Burnout Inventory (MBI-ES) was adapted to measure job burnout.…”

Section: Research Instrumentmentioning

confidence: 99%

“…This profiling may not be far from reality particularly for the criminal psychopath. However, this conception of a psychopath makes organizations vulnerable to the corporate psychopath; a charismatic, eloquent, well-dressed, self-assured individual with destructive tendencies (Boddy, 2011b). The duplicitous façade of the corporate psychopath is hazardous for the typical modern organization, which is a melting pot of diverse personalities.…”

Section: Introductionmentioning

confidence: 99%

“…Psychopathy is a personality disorder that is defined by anti-social and dysfunctional emotional, interpersonal and behavioural manifestations (Louth et al, 1998). Psychopaths are predatory and parasitic in their attitude to life (Hare, 1999), defy social conventions, lacking in conscience, and are unable to forge emotional attachments (Boddy, 2011b). Psychopathy is believed to be related to defects in structure, function, and chemistry of the brain (Weber et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…This assertion aligns with the capitalist nature of many contemporary organizations where ruthless competition is encouraged, rewarded and most times, the end justifies the means. 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: Research Instrumentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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

Oyewunmi

Akinnusi

Oyewunmi

2018

Period. Polytech. Soc. Man. Sci.

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“…How do talent management systems encourage the development of 'corporate psychopaths' (Boddy, 2011)? What is the relationship between discrimination and power in the management of talent of different gender, ethnicity and disability?…”

Section: Talent Management Components Suggested Areas For Future Resementioning

confidence: 99%

The currency of talent management—A reply to “talent management and the relevance of context: Towards a pluralistic approach”

Tansley

Kirk

Tietze

2013

Human Resource Management Review

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In this paper we provide a commentary on the article in this special issue by [authors' names] on the relevance of context to the field of talent management. We agree that further research is needed to explore the link between macro, meso and micro-level considerations. The authors pose a question in relation to the contribution of talent management to the social and moral development of society; which, for us, raises issues as to the extent to which individual agency in ethical issues is possible in environments designed to regulate and control talent. We concur that a more critical, pluralist approach to talent management scholarship is needed and that talent management should go beyond a mere economic exchange. We suggest, as yet unexplored, notions of strategic exchange, and individual identity provide a richer picture of the employment relationship. Thus this paper raises a number of possible directions for future TM research.

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