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Is There a Psychopath in Your Office?
Masters of manipulation, it is estimated that approximately only one percent of the general population are psychopaths. Yet their numbers are overrepresented in business, politics, law enforcement agencies, law firms, and the media according to research done by Dr. Robert Hare at the University of British Columbia, and his colleague Dr. Paul Babiak.
“In the business world, if I was a good psychopath and I was well educated, bright, intelligent, grew up in the proper way, knew how to talk and dress and how to use a fork, I’m not going to go out and rob banks,” reports Dr. Hare. White collar crime offers more “acceptable” opportunities.
Recent events in the business world do raise questions of a darker side to leadership. There are thousands of people who were affected by Kenneth Lay’s decision to unload over a billion dollars of Enron stock between January 1999 and July 2001 while telling employees and investors to buy more. Executives at Global Crossing were receiving bonuses and stock options as the value of the company was shrinking.
The business world offers unique opportunity for a psychopath to ooze charm, manipulate people, and misrepresent their way to the top. But one of the problems in identifying the organizational psychopath is that they often display characteristics that are commonplace for high level executives. Many managers and executives display personalities that are grandiose and narcissistic. That doesn’t mean that they are psychopaths.
According to Hare and Babiak, there are five distinct phases for psychopathic behavior that puts him or her in a power position.
- The Entry Phase. The psychopath leaches charm during the interview and hiring process. He quickly determines the decision makers and then pulls out all stops to impress and influence. Some members of the interviewing team may report their reactions of uneasiness or discomfort, but they often ignore or discount such feelings because the candidate is “well liked.”
- Identification of Patrons, Pawns, and Police. The patrons are those in the organization who can protect and defend the psychopath. They tend to be trusting and dedicated employees, the perfect people to be used and manipulated. The pawns tend to be in more influential positions and are unwittingly put into service to assist the psychopath achieve his aims. The organizational police are those staff and positions that handle the control functions in the company. These positions include human resources, internal audit, security, and the comptroller. The psychopath figures out systems to bypass the people who might get in the way.
- The Manipulation. This is where the psychopath really gets to work. The patrons and pawns are exploited, usually on a one-to-one basis, so that the psychopath can pursue his self-interest and goals. Quickly moving up the organization, she is a master of building the network of influence through intense relationships.
- The Confrontation. At this stage, the psychopath confronts or ignores those individuals no longer viewed as useful to his career and advancement. Often the pawns and patrons are shocked to learn that the warmth they thought they experienced in the relationship was nothing more than a façade. The psychopath has moved on and only spends time with those that are influential supporters.
- The Ascension. This is the point where all the planning, manipulation, and working the networks pay off. The psychopath moves into a power position and may use the new found influence primarily for her own gain. There is a notable lack of empathy; for other employees, subordinates, and stockholders. In fact, a distinguishing characteristic of the psychopathic boss is a sense of entitlement where the personal gain can be justified.
This new research puts an interesting spin on the claims for some in the leadership field that a leader must have charm and charisma. Perhaps, it is time to rethink some of the essential personal characteristics necessary for great leadership.
Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, November 2004.
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