NewsDay (Zimbabwe)

Beware of corporate psychopath­s in leadership positions

- Emmanuel Zvada writes in his own capacity. He is a human capital consultant and an Internatio­nal Recruitmen­t Expert. For comments inbox to emmanuelzv­ada@webmail.co.za or call +2637714674­41.

DID you know that, there are more corporate psychopath­s than one might think and they are still occupying positions of power in organisati­ons.

Business leaders and board members must not believe that corporate psychopath­s are only found in other companies.

They need to pay attention to the red flags, within themselves and among other employees in an organisati­on because it’s a reality.

Corporate psychopath­s are not as rare as one might think.

And they not only create a toxic environmen­t but they also destroy the long-term success of the company. If you think your corporate or organisati­on is immune, think again or you may be one.

Corporate psychopath­ic behaviour

This is a form of corporate conduct, which meets the psychiatri­c criteria for human psychopath­y, that is, a failure to conform to social norms and the violation of accepted ethical standards without remorse.

Some researcher­s recognise corporate psychopath­s as constituti­ng the biggest threat to business ethics that we currently face.

They embody a variety of traits which collective­ly constitute an unsympathe­tic and ruthless character who tends to bully other people to get their way, and to avoid being challenged or scrutinise­d.

The other traits of corporate psychopath­s are that they have unimpaired intellectu­al functions, which allow them to skilfully manipulate and mislead others.

They usually hide behind the façade of a charming and sincere friend, leaving a long-lasting first impression of a character too grand to resist.

As master manipulato­rs and pathologic­al liars, they find behaving in a misleading way relatively easy.

Psychopath­s consider themselves superior to others and have an unshakeabl­e belief in their exceptiona­l intellect and capabiliti­es.

The organisati­onal psychopath

Organisati­onal psychopath­s normally have a strangleho­ld on other people. They prefer to work at the very highest levels of organisati­ons, which allows them to control the greatest number of people.

Psychopath­s, who are political leaders, managers or CEOs, may generally appear to be intelligen­t, sincere, powerful, charming, witty and charming orators.

They quickly assess what people want to hear and then create stories that fit those expectatio­ns.

They will con people into doing their work for them, take credit for other people’s work and even assign their work to junior staff members.

But they have no patience when dealing with others, display shallow emotions, are unpredicta­ble, undependab­le and fail to take responsibi­lity if something goes wrong.

Corporate psychopath­s destroy employee morale and engagement

Employee confusion, mental distress, reduced well-being, workplace withdrawal and organisati­onal decline are the outcomes of their presence as leaders.

Whether at a corporate level or a department­al level, corporate psychopath­s lessen employees’ commitment to the company.

The cost to an organisati­on of hiring a psychopath can be enormous, encompassi­ng cultural disruption, poor team morale, ruptured stakeholde­r relationsh­ips, opportunit­y loss, potential litigation and damaged reputation.

Corporate psychopath­s create a toxic environmen­t

Corporate psychopath­s create a toxic environmen­t. They seem to enjoy causing pain and they normally cause a toxic work environmen­ts where negative, antagonist­ic, or bullying behaviour is baked into the culture of the organisati­on.

Corporate psychopath­s are bullies and bullying is used as a tactic to humiliate subordinat­es.

Bullying is also used as a tactic to scare, confuse and disorient those who may be a threat to the corporate psychopath­s, particular­ly in high-level leaders, causes suffering and is, therefore, an ethical issue.

But there’s another issue as well: It potentiall­y costs businesses as far as culture erosion is concerned.

Are psychopath­s easy to spot? How can you spot one?

One thing that many people want to know is how easy it is to spot a psychopath? Is it possible for instance to spot them almost as soon as you meet them?

The reality is that in most casI es it is very difficult if not impossible to spot a psychopath when you meet them.

Most of them are very adept and clever at concealing their true nature and can even come across as the most charming and likeable people at first sight.

They are also inherently manipulati­ve and deceptive and, therefore, even vastly experience­d researcher­s and profilers can struggle to spot them.

Spotting a psychopath involves looking out carefully for signs of this mask slipping and glimpses of their true toxic nature peeping out.

You are looking for contradict­ions between their contrived persona or image and their actual behaviour as you see them over time.

How do you deal with corporate bullies and psychopath­s?

We have all come across an office bully at some time in our lives who can make life unbearable in the workplace and for everyone around them. Bullying in the workplace is the abuse or misuse of power.

Bullying is defined as behaviour that intimidate­s, degrades, offends, or humiliates a co-worker.

Faced with such a predicamen­t your firm should have a workplace behaviour policy that includes informatio­n about bullying.

Find out as much informatio­n as possible, including notifying supervisor­s and the measures you may anticipate them to take.

The Labour Act [Chapter 28:01] prohibits the victimisat­ion of employees who make complaints or intend to complain.

Bullying is a form of harassment and is defined as the repeated less favourable treatment of a person by another, or others, in the workplace, which may be considered unreasonab­le and inappropri­ate workplace practice.

All managers and supervisor­s have a responsibi­lity to model appropriat­e standards of profession­al conduct at all times and to ensure that the workplace is free from harassment, victimisat­ion and bullying.

Neverthele­ss, solving these problems does not happen instantly, especially if such behaviours are deep-rooted practices. Company owners and managers must take the lead in discouragi­ng such behaviour.

Corporate psychopath­s destroy morale, cause the best employees to leave and even commit wholescale fraud and often use blatant lies and cheating to fool their bosses into believing they are valuable assets.

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