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Person perception is influenced by both external behaviors and the observer’s internal characteristics, including personality traits. Individuals with dark personality traits, comprising psychopathy, Machiavellianism, and narcissism — collectively known as the dark triad – exhibit manipulative and exploitative tendencies in social contexts. These traits affect how they perceive others and how they are perceived.The Role of Dark Personality Traits in Person PerceptionBlack et al. (2014) explored...
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Corporate psychopathy: Talking the walk.

Paul Babiak1, Craig S Neumann, Robert D Hare

  • 1HRBackOffice, Hopewell Junction, New York 12533-6800, USA. Babiak@HRBackOffice.com

Behavioral Sciences & the Law
|April 28, 2010
PubMed
Summary

Corporate psychopathy prevalence is higher than in the general population. Psychopathic traits correlate with charisma but negatively with job performance and responsibility.

Area of Science:

  • Psychology
  • Organizational Behavior
  • Criminology

Background:

  • Limited research exists on corporate psychopathy due to data access challenges.
  • Previous studies on corporate psychopathy are scarce, relying on anecdotes and small samples.
  • This study addresses the gap by examining psychopathy in a corporate management development context.

Purpose of the Study:

  • To investigate the prevalence and correlates of psychopathic traits in corporate professionals.
  • To compare the psychopathy structure in a corporate sample to community and offender samples.
  • To explore the relationship between psychopathy and specific workplace behaviors and performance metrics.

Main Methods:

  • Utilized a sample of 203 corporate professionals from management development programs.

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  • Employed the Psychopathy Checklist-Revised (PCL-R) and a PCL: SV equivalent for psychopathy assessment.
  • Conducted confirmatory factor analysis (CFA) and structural equation modeling (SEM) to analyze data.
  • Main Results:

    • The prevalence of psychopathic traits was higher in the corporate sample compared to community samples.
    • The latent structure of psychopathy in this corporate sample aligned with findings from other populations.
    • Psychopathy showed a positive association with charisma/presentation skills (e.g., strategic thinking) but a negative association with responsibility/performance (e.g., teamwork, overall accomplishments).

    Conclusions:

    • Corporate environments may exhibit higher levels of psychopathy than previously understood.
    • Psychopathic traits in business professionals are linked to superficial charm and communication skills, not effective management or responsibility.
    • Findings highlight the need for further research into the impact of psychopathy in organizational settings.