Full text not available from this repository.

Abstract

This longitudinal case study reports on a charity in the UK which gained a new CEO who was reported by two middle managers who worked in the charity, to embody (respectively) all or most of the ten characteristics within a measure of corporate psychopathy. The leadership of this CEO with a high corporate psychopathy score was reported to be so poor that the organisation was described as being one without leadership and as a lost organisation with no direction. This paper outlines the resultant characteristics of the ensuing aimlessness and lack of drive of the organisation involved. Comparisons are made to a previous CEO in the same organisation, who was reportedly an authentic, effective and transformational leader. Outcomes under the CEO with a high corporate psychopathy score were related to bullying, staff withdrawal and turnover as effective employees stayed away from and/or left the organisation. Outcomes also included a marked organisational decline in terms of revenue, employee commitment, creativity and organisational innovativeness. The paper makes a contribution to both leadership and to corporate psychopathy research as it appears to be the first reported study of a CEO with a high corporate psychopathy score.

Item Type:	Article
Authors/Creators:	Boddy, CR
Keywords:	corporate psychopaths, leadership, transformational leadership, employee voice, leaderless-ness
Journal or Publication Title:	Journal of Business Ethics
Publisher:	Kluwer Academic Publ
ISSN:	0167-4544
DOI / ID Number:	https://doi.org/10.1007/s10551-015-2908-6
Copyright Information:	Copyright The Author(s) 2015.
Related URLs:	Google Scholar: Boddy, CR
Item Statistics:	View statistics for this item

Actions (login required)

Item Control Page