Psychopathic personalities can have a major influence on human society, and it is sensible therefore to understand their nature and be able to identify them. The Society for the Scientific Study of Psychopathy says that “the psychopathic personality is NOT equivalent to: violence, serial killing, psychosis, mental illness, psychopathology in general, or antisocial personality disorder.” Rather, it is a collection of traits. These traits were identified by Scott Lilienfeld and Brian Andrewsin their Psychopathic Personality Inventory as:
- A lack of empathy and a sense of detachment from others for the sake of achieving one’s own goals.
- The ability to charm and influence others.
- A distinct lack of emotion, guilt, or regard for others’ feelings.
- A difficulty in planning ahead and considering the consequences of actions.
- An eagerness for risk-seeking behaviours and a lack of the fear that normally goes with them.
- Inability to take responsibility for one’s actions and instead blaming others or rationalising one’s behaviour.
- A disregard for social norms and culturally acceptable behaviours. This includes dishonesty and manipulativeness.
- A lack of typical marked reactions to traumatic or otherwise stress inducing events.
Recent research which will be described in a future article has, however, cast doubt on the view that all psychopaths lack empathy.
The Society for the Scientific Study of Psychopathy goes on to say that “Although psychopathy is a risk factor for physical aggression, it is by no means synonymous with it. In contrast to individuals with psychotic disorders, most psychopaths are in touch with reality and seemingly rational. Psychopathic individuals are found at elevated rates in prisons and jails but can be found in community settings as well.”
They appear to lack the instinct which enables us to form co-operative groups, and the conscience which enables these groups to function successfully. Thus, they do not suffer the mental conflicts and stress experienced by others in attempting to balance the interests of the group with the shorter-term interests of the self. This lack of a group forming instinct means that normal social rules do not apply when interacting with them.
Nevertheless, a psychopathic personality can gain power for several reasons.
The traits that they display can be mistaken for those of an ideal leader. For example, their manipulative traits can be mistaken for the ability of successful leaders to influence others. Their lack of emotional connection and empathy can be mistaken for a leader’s ability to make tough decisions. Their grandiose behaviour can be mistaken for the confidence expressed by successful leaders.
Their charm, calm demeanour, tolerance of uncertainty and apparent confidence makes them seem to be an ideal charismatic leader in times of disruption and uncertainty. However, if an organisation lacks rules or structure, they can take advantage of this.
Finally, Selfish psychopathic traits will not stand out and may be rewarded in an organisation where competition, individualism, profit, and short-termism prevail.
So, status has a part to play in where psychopathic personalities can be found. Research has shown that the higher in an organisation a person is, the more likely they are to have psychopathic traits or to have had experience of someone with them. Researchers have found high levels of psychopathic traits in British CEOs and US presidents.
Workplace culture also has a part to play. Workplace psychopaths can be found more often in banking, finance, commerce, business, the civil service, the law, the police, and the fire service, and less often in the caring professions.
Gender may also have a part to play. There appears to be a greater risk when an organisation is largely male. However, this does not necessarily mean that women are less likely to be psychopathic than men. Rather, women are more likely to work in the caring professions. So, it may be that their workplace culture is less likely to accept such people in leadership roles.
Finally, there appears to be a greater risk of a workplace psychopath being appointed if the organisation is under pressure and change is necessary.
References
Lilienfeld, S. O., & Andrews, B. P. (1996). “Development and preliminary validation of a self-report measure of psychopathic personality traits in noncriminal population.” Journal of Personality Assessment.
The Society for the Scientific Study of Psychopathy (2018). http://psychopathysociety.org/en/ (18/7/2018).
Rational-Understanding.com 