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The Influence of Corporate Psychopaths on Corporate Social Responsibility and Organizational Commitment to Employees
Abstract
This study investigated whether employee perceptions of corporate social responsibility (CSR) were associated with the presence
of Corporate Psychopaths in corporations. The article states that, as psychopaths are 1% of the population, it is logical
to assume that every large corporation has psychopaths working within it. To differentiate these people from the common perception
of psychopaths as being criminals, they have been called “Corporate Psychopaths” in this research. The article presents quantitative
empirical research into the influence of Corporate Psychopaths on four perceptual measures of CSR and three further measures
of organizational commitment to employees. The article explains who Corporate Psychopaths are and delineates the measures
of CSR and organizational commitment to employees that were used. It then outlines the research conducted among 346 corporate
employees in Australia in 2008. The reliability of the instrument used is commented on favorably in terms of its statistical
reliability and its face and external validity. Results of the research are described showing the highly significant and negative
influence of Corporate Psychopaths on all of the measures of CSR and of organizational commitment to employees used in the
research. When Corporate Psychopaths are present in leadership positions within organizations, employees are less likely to
agree with views that: the organization does business in a socially desirable manner; does business in an environmentally
friendly manner and that the organization does business in a way that benefits the local community. Also, when Corporate Psychopaths
are present in leadership positions within organizations, employees are significantly less likely to agree that the corporation
does business in a way that shows commitment to employees, significantly less likely to feel that they receive due recognition
for doing a good job, to feel that their work was appreciated and to feel that their efforts were properly rewarded. The article
argues that academics and researchers in the area of CSR cannot ignore the influence of individual managers. This is particularly
the case when those managers have dysfunctional personalities, or are actually psychopaths. The article further argues that
the existence of Corporate Psychopaths should be of interest to those involved in corporate management and corporate governance
because their presence influences the way corporations are run and how corporations affect society and the environment.
Keywordsleadership-Corporate Psychopaths-morals-corporate social responsibility
... Psychopaths, on a clinical level, are people without a conscience and without the capability to love or feel empathy for other people (Blair, 2001;Boddy et al., 2010;Dolan, 2008). This makes psychopaths particularly selfish (Boddy et al., 2010) and manifests in violent, anti-social behavior (Herve et al., 2004). ...
... Psychopaths, on a clinical level, are people without a conscience and without the capability to love or feel empathy for other people (Blair, 2001;Boddy et al., 2010;Dolan, 2008). This makes psychopaths particularly selfish (Boddy et al., 2010) and manifests in violent, anti-social behavior (Herve et al., 2004). Moreover, psychopathy leads to short-term decisions, always to maximize one's benefit (Boddy, 2006). ...
... Their impulsiveness and disregard for long-run consequences should render possible effects of retaliation less relevant. Other aspects of psychopaths are low levels of empathy and anxiety (Boddy, 2011;Boddy et al., 2010;Paulhus & Williams, 2002). Due to their lack of empathy, they should be less influenced by other people's opinions of whistleblowing (subjective norm). ...
Whistleblowing is an effective means to uncover fraud and other misconduct in organizations. However, it is puzzling why some employees come forward despite numerous disadvantages, severe retaliation, and negative social perceptions of the whistleblower within and outside the firm. Understanding whistleblowing as an act of deviance can enrich explanations for whistleblowing in such dilemmas. Drawing on psychology literature, we look at the moderating effect of the Dark Triad (Machiavellianism, narcissism, and psychopathy), as well as moral reasoning on the factors behind the whistleblowing process. We surveyed 375 economics and business majors and found that both forms of deviance influence the decision process, making internal whistleblowing more likely. Dark Triad personalities are less influenced by adverse subjective norms and their attitude toward the consequences of whistleblowing. The negative impact of perceived retaliation on whistleblowing intention is lessened by high moral reasoning. Both types of deviations from the norm may foster whistleblowing, making it ex-post challenging to distinguish different types of whistleblowers. Importantly, we argue that specific policies, such as protection, may only serve one kind of whistleblower, disregarding the important influence of subjective norms, which may foster a more desirable type of whistleblower. Our research shows that deviant personality characteristics can counteract insufficient protection or negative cultural views on whistleblowing. These findings have direct practical implications for whistleblowing systems, corporate governance policies, and policymakers. Moreover, we contribute to an emerging stream of research that moves away from a purely pro-social view and toward a more comprehensive understanding of whistleblowing by introducing a holistic concept of whistleblowing as deviance.
... The finding that homo economicus is a corporate psychopath is of particular interest for business ethics research as it provides a link to the increasing amount of publications indicating the extremely destructive potential of such subclinical psychopaths in business, as also several publications in this journal show (e.g., Boddy, 2011Boddy, , 2017Boddy et al., 2010b). Corporate psychopaths are generally associated with an organizational decline with regard to long-term revenue, employee commitment, and innovativeness (Boddy, 2017). ...
... There are also several incidents known of forgery of false diplomas and other credentials (Boddy & Taplin, 2016). Corporate psychopaths are also known to exert a negative impact on corporate sustainability decisions (Boddy et al., 2010b;Myung, et al., 2017). In addition, such individuals are generally considered unethical decision-makers (Stevens et al., 2012;Van Scotter & De Déa Roglio, 2020) and are prone to accept even crimes to achieve their goals (Lingnau et al., 2017;Ray & Jones, 2011). ...
... In addition, such individuals are generally considered unethical decision-makers (Stevens et al., 2012;Van Scotter & De Déa Roglio, 2020) and are prone to accept even crimes to achieve their goals (Lingnau et al., 2017;Ray & Jones, 2011). Being impaired in their feelings of fear or remorse, they also have been associated with taking unreasonable organizational risks (Babiak & Hare, 2019;Boddy et al., 2010b) and are more likely to accept direct harm on others (Koenigs et al., 2012). Therefore, in the long run, such psychopaths are considered a substantial organizational risk factor and are associated with a diminished business performance and even several corporate breakdowns (Boddy, 2011(Boddy, , 2017Sheehy et al., 2021). ...
Since the beginning of business research and teaching, the basic assumptions of the discipline have been intensely debated. One of these basic assumptions concerns the behavioral aspects of human beings, which are traditionally represented in the construct of homo economicus. These assumptions have been increasingly challenged in light of findings from social, ethnological, psychological, and ethical research. Some publications from an integrative perspective have suggested that homo economicus embodies to a high degree dark character traits, particularly related to the construct of psychopathy, representing individuals who are extremely self-centered and ruthless, without feelings of remorse or compassion. While a growing body of research notes such a similarity on a more or less anecdotal basis, this article aims to explore this connection from a more rigorous perspective, bridging insights from psychological, economic, and business research to better understand the potentially dark traits of homo economicus. The analysis shows that homo economicus is not simply some kind of psychopath, but specifically a so-called subclinical or Factor 1 psychopath, who is also referred to as a “corporate psychopath” in business research. With such an analysis, the paper adds an additional perspective and a deeper psychological level of understanding as to why homo economicus is often controversially debated. Based on these insights, several implications for academic research and teaching are discussed and reflected upon in light of an ethics of virtue and care.
... Time-limited job interviews may not allow the darker sides of these individuals to be revealed (Harms et al. 2011;Jonason et al. 2012). Interestingly, also later they are not easily detected and dismissed (Boddy et al. 2010a). In fact, despite that they lack affective attachment and emotional commitment to others and they manipulate others, which as a result often undermines the binding influence of their interpersonal relationships, those who can successfully gain entry to organizations often quickly climb organizational ladders to reach senior managerial and leadership positions (Boddy 2010;Boddy et al. 2010a). ...
... Interestingly, also later they are not easily detected and dismissed (Boddy et al. 2010a). In fact, despite that they lack affective attachment and emotional commitment to others and they manipulate others, which as a result often undermines the binding influence of their interpersonal relationships, those who can successfully gain entry to organizations often quickly climb organizational ladders to reach senior managerial and leadership positions (Boddy 2010;Boddy et al. 2010a). One of the reasons why those toxic employees get ahead might be that they possess high political skills which are particularly valued by supervisors (Templer 2018). ...
... Thus, if their work evaluations depend, at least in part, on their ability to work well with others, psychopaths' performance will likely be poor. Theory proposes that psychopaths may be environmentally limited in their possible actions in more collectivist organizations and societies (Boddy et al. 2010a;O'Boyle et al. 2012). However, if their work requires a rational, emotionless behavioral style, a consistent focus on achievement even if that achievement comes at the cost of harm to others, a willingness to take risks, and the social skills of the charismatic, their performance might be fine (DePaulo 2010; Yang and Raine 2008). ...
... If leaders lack integrity, a conscience, and an emotional connection to others, as psychopaths do (Boddy et al., 2010;Stout, 2005Stout, , 2012, then their interest in the future well-being of others will be zero. This means that ideas like that of corporate social responsibility (Waddock et al., 2002b) will be of no interest to them except in terms of promoting a false good impression towards others such as customers (Boddy et al., 2010). ...
... If leaders lack integrity, a conscience, and an emotional connection to others, as psychopaths do (Boddy et al., 2010;Stout, 2005Stout, , 2012, then their interest in the future well-being of others will be zero. This means that ideas like that of corporate social responsibility (Waddock et al., 2002b) will be of no interest to them except in terms of promoting a false good impression towards others such as customers (Boddy et al., 2010). Indeed, superficial concerns over corporate reputation rather than the authentic discharge of accountability have been identified as being among the factors driving the production of corporate social responsibility and sustainability reports (Owen, 2005). ...
... Of note is that assessments of psychopathy perceive that a central feature of the psychopathic personality is callousness towards others' suffering (Knight, 2014) and a profound lack of conscience (Stout, 2005). Corporate psychopaths are destructive to the organizations that employ them, creating constraints and reducing productivity (Boddy, 2010a(Boddy, , 2010b as well as damaging employee job satisfaction, welfare, and well-being (Boddy, 2014;Boddy et al., 2010;2022;Boddy & Taplin, 2016). This prognosis does not bode well for the societies that psychopaths lead, and as early as 1977, Bierer noted that psychopathic leaders are more likely to light the nuclear fuse and use atomic weapons for their own ends. ...
Moving sustainability towards flourishing for all implies a care for all and for the future. However, in this commentary I note that many corporate and political leaders do not care for others or the future because, embodying egotistical, ruthless, remorseless, and dishonest (psychopathic) characteristics, their concern is only for themselves. This commentary argues that toxic leadership and governance, in the form of corporate psychopathy and corporate psychopaths, are important barriers to achieving sustainability. Notably, and of relevance to this argument, the embodiment of psychopathic traits can give people the ability to brazenly push themselves to the top, unimpeded by emotional distractions and thereby attain leadership. However, due to their deep indifference to corporate social responsibility and a readiness to falsify environmental impact reports, engage in faking corporate social responsibility and illegally dump toxic waste materials; the influence of such psychopathic leadership may be detrimental to sustainability and to flourishing for all. Leaders high in psychopathy will ignore or dismiss scientific evidence of unsustainable practices because they do not care about the future or about dismissing scientific evidence of detriments to the prospects for humanity. Accordingly toxic leadership and governance are arguably the critical factors in achieving a flourishing sustainability. The future of all life thus depends on who we choose as our leaders.
... For instance, numerous social scientists have demonstrated a beneficial relationship between managerial behaviors and employees' perceptions of the GSE (Chen et al, 2014 andFaraz et al, 2021). Boddy et al. (2010) pointed out how servant leadership encouraged GSE's perception of employees. Similar to this, it was also stated that the approach of transformational leadership could favorably affect workers' perceptions of GSE. ...
... For instance, a number of social scientists have demonstrated a positive correlation between management practices and workers' opinions of GSE (Chen et al., 2014;Faraz et al., 2021). Boddy et al. (2010) observed that servant leadership improved the way in which workers perceived GSE. In a similar vein, at work. ...
... In self-affirmation terms, an integral part of subclinical psychopathy is antisociality (Hare and Neumann 2008), a lack of conscience (Boddy 2006;Boddy et al. 2010), remorse, empathy, and responsibility (Crysel et al. 2013;Hare and Neumann 2006). Subclinical psychopaths manipulate and exploit others (Boddy 2006;Jonason et al. 2009;, and the organization's issues are not of any interest to them (Boddy 2006) and other stakeholders. ...
... Subclinical psychopaths manipulate and exploit others (Boddy 2006;Jonason et al. 2009;, and the organization's issues are not of any interest to them (Boddy 2006) and other stakeholders. As self-affirming agents then, they primarily act in their favor and not in the company's one (Boddy et al. 2010). Accordingly, subclinical psychopaths will not have a significant emotional attachment to the organization. ...
Senior managers play a fundamental role in organizations. They shape organizational strategy and culture, set the mission, including opportunities for new markets, and construct the business models. Their commitment to the organization is vital to organizational performance, yet research on personality traits of senior managers and their commitment to organizations is limited. Drawing on self-affirmation theory, we investigate the consequences of senior managers’ ‘Dark Triad Traits’ (narcissism, psychopathy, and Machiavellianism) for their organizational commitment. We use the three-component model developed by Allen and Meyer (J Occup Psychol 63:1–18, 1990) to distinguish affective, continuance, and normative commitment. Our findings from a dataset of 394 senior French managers collected between 2017 and 2018 show that narcissism positively affects continuance commitment and normative commitment. This study contributes to a neglected stream of research investigating the relationship between Dark Triad traits and organizational commitment; contributes to ‘destigmatizing’ Dark Triad traits, often considered problematic for individuals; and adds to the minimal research currently on manager personality and organizational commitment.
... Studies also suggest that psychopathic people often have higher levels of formal education and learning, which, in concert with the desire to get ahead, culminate in a successful career (Stevens et al., 2012). However, psychopaths concentrate on shortterm goals as they seek to increase their own power and wealth (Boddy, 2006); for such CEOs, the outcomes of their decisions for the firm and/or employees are not as important (Boddy et al., 2010). Moreover, they often make impulsive and/or irresponsible decisions (Jones and Paulhus, 2011), investing in overly risky projects 8 G. Shirokova et al. (Andrews, Furniss and Evans, 2009). ...
... At the same time, these individuals concentrate on short-term goals, as they seek to increase their own power and wealth (Boddy, 2006). For such CEOs, the outcomes of their decisions for the firm or employees are not as important (Boddy et al., 2010). They care less about their organization's fate and do not have long-term goals (Hare et al., 1991). ...
Prior studies have examined effectuation and causation as alternative behavioural logics used by entrepreneurs to manage uncertainty, noting a number of antecedents of the tendency to rely on a given logic at different levels of analysis. This study aims to broaden the understanding of individual‐level antecedents by examining the role of the so‐called dark side of the CEO personality on decision‐making processes within small‐ and medium‐sized enterprises (SMEs). Using the lens of upper echelons theory and trait‐activation theory, we focus on three personality characteristics: narcissism, psychopathy, and Machiavellianism. The impact of dark triad traits on the behavioural logic employed by the CEO is argued to be moderated by the perceived level of uncertainty experienced by the firm. A set of hypotheses regarding these relationships are tested with a random sample of CEOs of Russian SMEs. The findings suggest that CEOs scoring higher in psychopathy tend to adopt a causal logic, while Machiavellians rely on an effectual logic. The level of uncertainty shapes these relationships by weakening the links between dark triad traits and behavioural logics.
... Studies also suggest that psychopathic people often have higher levels of formal education and learning, which, in concert with the desire to get ahead, culminate in a successful career (Stevens et al., 2012). However, psychopaths concentrate on shortterm goals as they seek to increase their own power and wealth (Boddy, 2006); for such CEOs, the outcomes of their decisions for the firm and/or employees are not as important (Boddy et al., 2010). Moreover, they often make impulsive and/or irresponsible decisions (Jones and Paulhus, 2011), investing in overly risky projects 8 G. Shirokova et al. (Andrews, Furniss and Evans, 2009). ...
... At the same time, these individuals concentrate on short-term goals, as they seek to increase their own power and wealth (Boddy, 2006). For such CEOs, the outcomes of their decisions for the firm or employees are not as important (Boddy et al., 2010). They care less about their organization's fate and do not have long-term goals (Hare et al., 1991). ...
... Although it was shown that Machiavellianism is associated with a diminished work organization, and team commitment [128], along with a tendency to be considered as abusive by subordinates [129]. As a consequence of characteristics such as impulsivity, emotional superficiality, and lack of remorse, psychopaths have diminished levels of social responsibility and can adversely affect productivity [130]. Psychopathy is positively related to severe forms of counterproductive work behavior and is the strongest negative predictor of job performance among the Dark Triad traits [122]. ...
... Individuals with high Machiavellianism or Narcissistic levels generally assume positions of high responsibility and authority over other people, also due to their capabilities and efficiency in negotiational activities, lower levels of stress and anxiety [123,127]. Psychopathy is positively related to severe forms of counterproductive work behavior, due to characteristics such as impulsivity or emotional superficiality [122,130]. However, it was recognized that traits such as charm and selfconfidence, fearlessness and low reactivity to stress could probably be favorable in the workplace [32]. ...
How many kinds of malevolent characters are out there? In line with Paulhus and Williams (2002) the answer is three, namely the Dark Triad of Machiavellianism, Narcissism, and Psychopathy. Dark traits (DT) are associated with emotional deficits, exploitation, immoral strategic thinking, and risky behaviors. All three traits have been largely investigated mainly during the last decades. The purpose of this paper is to provide an overview about the available literature regarding the characteristics of personality traits associated with the DT, by focusing on the main consequences of the DT from a psychopathological and psychiatric perspective. Studies found a strong association between DT traits and several types of negative psychosocial outcomes such as substance use, sexual promiscuity, aggression, and crime. Nevertheless, there is specific literature showing the advantages of scoring high DT traits, for example the assumption of positions of authority over other people, and the expression of low levels of social anxiety. Although the literature mainly focuses on the consequences that DT traits may have for society in general, there is a lack of studies investigating the personal repercussions, in the psychopathological and/or psychiatric dimensions in those individuals scoring high DT traits. Therefore, further research is needed to clarify how the different personality dark traits may interact with each other and modulate not only the individual’s life choices but also how and whether DT traits may predispose or not to the onset of a specific psychiatric disorder.
... Psychopathy is subject to a rich, multidisciplinary research tradition (Boddy et al., 2010;Landay et al., 2019) that features a range of conceptions, including Cleckleyan psychopathy (i.e., the psychopath's bold, disinhibited behavior and feckless disregard) and criminal psychopathy (i.e., meaner, more aggressive behavior; Skeem et al., 2011). Despite these differing conceptions, psychopathy is most commonly measured by Hare's (1991) Psychopathy Checklist, Revised (PCL-R; e.g., Cooke & Michie, 1997), where those scoring high on this trait tend to display the following attributes (Marcus et al., 2013): (1) boldness: low fear, including through an elevated tolerance to stress, unfamiliar situations, and danger, coupled with high self-confidence and social assertiveness; (2) disinhibition: poor impulse control, including through a limited ability to plan or assess the consequences of their actions, an urge to control situations, a demand for immediate gratification, and impaired behavioral restraints, and (iii) meanness: ...
... Once a firm's relationship with a psychopathic stakeholder is in place, what governance practices should it use to monitor or minimize the impact of the psychopathic stakeholder's engagement on that of focal others (Boddy et al., 2010)? ...
Prior research has established the key impact of customers' Big Five personality traits (e.g., agreeableness/conscientiousness) on their brand engagement, suggesting that individuals exhibiting differing personality traits engage differently with brands. In parallel, extending influential customer engagement research, stakeholder engagement, which covers any stakeholder's (e.g., a customer's, supplier's, employee's, or competitor's) engagement in his/her role‐related interactions, activities, and relationships, is rapidly gaining momentum. However, despite existing acumen in both areas, little remains known regarding the effect of stakeholders' antisocial or maladaptive dark triad‐based personality traits, including machiavellianism, narcissism, and psychopathy, on the focal antisocial stakeholder's, and his/her interactee', role‐related engagement, as therefore explored in this paper. To address these issues, we develop a conceptual model and an associated set of propositions that outline the nature of a stakeholder's machiavellian, narcissistic, and psychopathic role‐related engagement and its effect on his/her interactee's engagement. We conclude by outlining pertinent theoretical and managerial implications that arise from our analyses.
... Possibly because of these physical neurological factors, which are associated with a lack of empathy or conscience, few emotions and an inability to have any feelings for other people (Boddy et al., 2010a;Hare, 1994); these people are ruthless in their actions towards others. This circa one per cent of the population are thus un-emotional, entirely rational and totally ruthless seekers of their own material gain and personal financial advantage, regardless of the cost of this to those that they are dealing and working with (Hare, 1999;Babiak and Hare, 2006). ...
... While we highlight the development of the contemporary CSR research area, we identify a gap in the research in this area. The notion of the significance of the employee is conspicuously absent from theoretical and empirical debate and it has been raised only recently and briefly [Boddy et al. 2010;De Cieri et al. 2005, p. 99;Matten et al. 2003;Pinnington et al. 2007]. On the other hand, there has been a significant amount of research on external stakeholder values: for example, in the views of social contribution [Brammer & Millington 2004;Ohreen & Petry 2011], PR/advertising [Amazeen 2010;Reich 2007, p. 170] and crisis/risk management [Bauman 2011;Francis & Armstrong 2003]. ...
This paper examines the importance of employee-centred Corporate Social Responsibility (CSR) considerations in exploring CSR's effect on employee work motivation. It is our contention that beyond CSR's link to external factors (e.g. PR, philanthropy, environment and NGOs) predominantly discussed in theory and practice of contemporary business, we should also consider employee-centred CSR in searching for CSR identity in international business. By employing motivational factors drawing upon McClelland's [ 1961 ] idea of three motives of individuals - the needs for achievement, affiliation and power - this paper highlights CSR's impact on employee motivation. An in-depth qualitative research method approach with the extensive data of the UK and Korea is used to unfold the differences of this phenomenon between different institutional settings. The results suggest that although businesses seldom initiate CSR mainly with the aim of facilitating staff motivation, when businesses evaluate the results, the issue of individual motivation emerges as one of the main benefits for engaging in CSR. More importantly, our empirical analysis reveals the importance of complex cultural, institutional and political factors which influences the link between CSR and motivation across nations. (original abstract)
... While we highlight the development of the contemporary CSR research area, we identify a gap in the research in this area. The notion of the significance of the employee is conspicuously absent from theoretical and empirical debate and it has been raised only recently and briefly [Boddy et al. 2010;De Cieri et al. 2005, p. 99;Matten et al. 2003;Pinnington et al. 2007]. On the other hand, there has been a significant amount of research on external stakeholder values: for example, in the views of social contribution [Brammer & Millington 2004;Ohreen & Petry 2011], PR/advertising [Amazeen 2010;Reich 2007, p. 170] and crisis/risk management [Bauman 2011;Francis & Armstrong 2003]. ...
The objective of this paper is to explore the attitudes of business students towards family firms and family entrepreneurship. The culture of Poland is profoundly family-oriented and entrepreneurship is found more and more as an attractive career path in society. These factors might indicate that this environment may be particularly fertile for family-owned firm development. Business students though display reluctance towards family firms and family entrepreneurship. The research method applied in this study is focus group interviews, as qualitative data provide particularly rich information and grounds for conclusions. This study also implies the need for inclusion of family enterprise issues in business education, as well as developing skills essential for working in such an environment. (original abstract)
... While we highlight the development of the contemporary CSR research area, we identify a gap in the research in this area. The notion of the significance of the employee is conspicuously absent from theoretical and empirical debate and it has been raised only recently and briefly [Boddy et al. 2010;De Cieri et al. 2005, p. 99;Matten et al. 2003;Pinnington et al. 2007]. On the other hand, there has been a significant amount of research on external stakeholder values: for example, in the views of social contribution [Brammer & Millington 2004;Ohreen & Petry 2011], PR/advertising [Amazeen 2010;Reich 2007, p. 170] and crisis/risk management [Bauman 2011;Francis & Armstrong 2003]. ...
This paper has used the findings of the recent World Bank Enterprise Survey to provide some, admittedly tentative, further evidence on the relationship between financial development and economic growth, by incorporating the impact of internal finance. The inclusion of the variable internal finance should go some way to mitigate the possible bias due to the omission of an important variable from empirical work. By doing so, we aimed at providing some further evidence either in favour or against two puzzling results emerging from recent empirical works. The first puzzle regards the negative impact of banks upon growth in the short-term, although the impact reverts to positive on the long-term. This puzzle is reinforced by seemingly contradictory evidence stemming from micro-level studies, which indicate a positive impact of external finance on firms' growth, while empirical tests at macro level do not unanimously support this positive impact. The second puzzle, concerns the relatively stronger impact of stock markets upon growth. Given the objective difficulties and costs encountered in accessing both bank credit and equity as documented in the paper, the above puzzles required further tests. Our, tentative, results provide some evidence that banks still have a negative impact upon short-term growth, while stock markets do not appear to contribute to growth in a significant manner once the effect of internal finance is included. Finally, internal finance itself does not appear to boost growth in a statistically significant manner. These tentative findings are in need of further research. (original abstract)
... For example some commentators attribute the recent financial crises to the ruthless greed of corporate psychopaths (Spencer and Wargo, 2010;Cohan, 2012a;Basham, 2011;Boddy, 2011a). Psychopaths within corporations are also associated with low levels of corporate social responsibility and job satisfaction (Boddy and Taplin, 2016), with organisational withdrawal, bullying and conflict in the workplace and heightened levels of organisational constraints (Boddy, 2011b;Babiak et al., 2010;Boddy et al., 2010a;Sanecka, 2013). This has implications for human resources and the resource-based view of the firm (Wright et al., 2001;Wernerfelt, 1984) relating to managing psychopaths and minimising staff turnover. ...
Purpose
The purpose of this paper is to re-open a debate as to whether candidates for public leadership should be screened for psychopathy.
Design/methodology/approach
This is a conceptual paper which examines the diffuse literature concerning psychopaths in public leadership positions.
Findings
Psychopathy researchers have been divided as to whether psychopathic individuals should be screened out of leadership positions in public and corporate life. Recent evidence from bullying research and historical research into psychopaths in politics sheds new light on this issue.
Practical implications
There is increasing evidence that psychopaths are detrimental to the organisations they work for, to other employees, to the environment and to society. Screening for psychopathy should therefore be considered. This may help to prevent governments entering into illegal wars and committing crimes against humanity. Screening in the corporate sector may also help prevent the worst excesses of greed and fraud that were evident in collapses like Enron and the Mirror Group as well as in the events leading up to the global financial crisis of 2008.
Originality/value
The paper makes a contribution to the literature on public leadership by bringing together the diverse reports on the effects of psychopaths in public organisations like the National Health Service, publicly listed corporations, academia and politics. The paper uses historical and corporate examples to illustrate the initially favourable impression that psychopathic leaders can make but the ultimately disastrous outcomes they engender.
... Corporate psychopaths are also associated with fraud (Boddy, 2020b;Boddy, 2018;Boddy, 2016;Jeppesen, Leder and Futter, 2016;Perri and Lichtenwald, 2007;Ramamoorti, 2008;Perri, 2011a;Perri and Brody, 2011;Lingnau, Fuchs and Dehne-Niemann, 2017), environmental degradation (Boddy, 2005c;Boddy, Ladyshewsky and Galvin, 2010a;Ray and Jones, 2011) and toxic leadership (Boddy, 2011a;Boddy, 2019b;Hanson and Baker, 2017). Perri in particular has been attempting to break down the idea that fraud is the result of contextual situations and not of personality and has published multiple papers arguing that the psychopathic are drawn to committing fraud as part of their greedy and parasitic personalities e.g., (Perri and Lichtenwald, 2007;Perri, 2011b;Perri and Brody, 2011;Perri, 2013;Perri, Lichtenwald and Mieczkowska, 2014). ...
... Corporate psychopaths are also associated with fraud (Boddy, 2020b(Boddy, , 2018(Boddy, , 2016Jeppesen et al., 2016;Perri and Lichtenwald, 2007;Ramamoorti, 2008;Perri, 2011;Perri and Brody, 2011;Lingnau et al., 2017), environmental degradation (Boddy, 2005c;Boddy et al., 2010a;Ray and Jones, 2011) and toxic leadership (Boddy, 2011a(Boddy, , 2019bHanson and Baker, 2017). Perri in particular has been attempting to break down the idea that fraud is the result of contextual situations and not of personality and has published multiple papers arguing that the psychopathic are drawn to committing fraud as part of their greedy and parasitic personalities, e.g., Perri and Lichtenwald (2007), Perri (2011Perri ( , 2013, Perri and Brody (2011) and Perri et al. (2014). ...
... Because society has been losing trust in companies due to high levels of corruption, damage to stakeholders and the deterioration of natural resources it is said that we need a new conceptualization of the responsibilities of leaders (Patzer et al., 2018). Moreover, irresponsible leadership has been found to deteriorate the organizational commitment of employees (Boddy et al., 2010). These conditions suggest that society and employees demand a more responsible behavior on the part of companies and their leaders. ...
Organizations and their leaders are challenged to assume a responsible behavior given the increase of corporate scandals and the deterioration of employee commitment. However, relatively few studies have investigated the impact of responsible leadership (RL) on employee commitment and the effect of corporate social responsibility (CSR) in this relationship. Using the social identity theory this article examined the mediating effect of CSR practices in the relationship between RL and affective organizational commitment (AOC). Data collection was done through a paper survey completed by 309 full-time Colombian employees. Structural equation modeling was used to analyze the data. The results showed that CSR fully mediated the influence of RL on AOC. Thus, RL is an effective mechanism to develop CSR practices that in turn increase the levels of AOC of employees.
... In the case of asocial and antisocial motivations, while highly impulsive individual would be relatively easy to detect, high levels of some 'dark traits' might allow them to go undetected if their actions advance an organization's interests in conjunction with their own (Boddy et al., 2010;Spurk et al., 2016;cf. Smith & Lilienfeld, 2013). ...
Insider threats (InT) are a growing concern for private and public institutions, resulting in
a shift of emphasis from perimeter-based defences to internal detection mechanisms.
Many approaches that address InT assume that these are pathological behaviors,
perpetrated by misanthropic ‘malicious insiders’. We present a novel interdisciplinary
framework (Multiple Approach Paths to Insider Threat, or MAP-IT) that emphasizes the
importance of both individual motivation and social context. Rather than assuming InTs
reflect a homogenous ill-intentioned group of individuals that deviate from
organizational norms, we consider the importance of general social psychological and
personality factors for detecting and responding to InT, especially within the Western
intelligence and security context. MAP-IT is based on the premise that InTs can be
separated into three motivational pathways (intentional, unintentional, or ambivalent)
and that the intentional pathway can be further subdivided into prosocial, asocial, and
antisocial motivation.
... CSR initiatives of an enterprise not only enhance the commitment level of employees of all ages, but such ethical conduct also helps employees to develop a strong emotional bond with such a socially responsible organization insofar as employees' personal identities are tied up, at least partially, to their workplaces [79]. At the same time, employees feel that if their organization is helping to save the community and biosphere, they should also support their organization by showing an enhanced level of environmental commitment [80]. To conclude this debate, the relationship between CSR and employee commitment is well discussed in the prior literature. ...
Mitigating environmental crises requires efforts to reduce carbon emission at every level and segment of an economy. In this respect, the energy sector is blamed for increasing greenhouse gas emissions (GHG) throughout the globe. Specifically, it was specified that electrical energy contributes to 35% of the world’s GHG emissions. Without a doubt, the topics related to clean and green energies remained a part of academic discussion; however, a critical knowledge gap exists in most studies. That is, most of the prior literature focused only on the production side (supply side) of electrical energy, neglecting the consumption side (consumption at the level of individuals). Given that a significant amount of electricity has been consumed by the individuals in buildings (homes, offices, or others) for heating and cooling purposes, it is important to promote a target-specific (energy-specific) pro-environmental behavior (TSPEB) of individuals. However, such a debate did not receive any significant attention previously. Further, psychological factors such as employees’ environmental commitment (EEC) and green self-efficacy (GSE) were identified as critical mediators to drive different employees’ outcomes, but the mediating effect of EEC and GSE was not tested earlier to foster TSPEB in a CSR framework. The data for the current work were collected from employees of different hotels in a developing country by employing a survey strategy (n = 383). The structural equation modeling was used to analyze the data, which confirmed that hospitality employees’ CSR perceptions could improve TSPEB. The statistical results also confirmed the significant mediating effects of EEC and GSE. The finding of this study will help the hospitality sector to improve its efforts for de-carbonization by improving the energy consumption behavior of employees as an outcome of CSR.
... The PM-MRV is an eight-item measure of psychopathy derived from the Psychopathy Checklist-Revised (PCL-R; Hare, 1991Hare, , 2003-in fact, some (Jones & Hare, 2016) claim a bit too directly derived. Boddy (2010) and Boddy et al. (2010) reported an alpha of .93 for the instrument and relationships to social responsibility. Boddy and Taplin (2016) used the PM-MRV to examine its relationship to job satisfaction with success, though not forthcoming in reporting the instrument's properties. ...
Everyone has run into dark-side leaders at work—those who tend to demonstrate dark-side characteristics more often, and in more situations, than typical leaders in an organization. Employees intuitively assume that talent management tools and processes will adequately expose such leaders and behaviors. However, they often fail to do so, and quite often such processes actually promote dark-side behaviors. Assessment is at the heart of talent management and plays a pivotal role in either permitting or preventing dark-side behavior. This chapter looks at each stage of the leadership lifecycle—attraction, hiring, onboarding, development, appraisal, and advancement—and studies how talent assessment might purposefully or inadvertently support dark-side behaviors, and how organizations can improve their talent assessments to keep the dark side out. A review of existing dark-side measures reminds readers that there are a variety of considerations that organizations should heed when using such measures. Lastly, the authors outline several best practices for using talent assessments for keeping the dark side out of organizations.
... As psychopathic individuals rise to positions of power and dominance within organizations, they have the opportunity not only to corrupt the culture of such environments, but to adversely affect the mental and physical health of its members (Boddy, 2014;Watson et al., 2017). Boddy et al. (2010b) found that under the leadership of corporate psychopaths, employees rated their company as less likely to do business in a way that demonstrates commitment to employees, their accomplishments as less likely to be recognized, and their work as less likely to be appreciated and rewarded. Boddy (2014) reported that the work environments under the leadership of corporate psychopaths were marked by significant hostility, interpersonal conflict, and bullying compared to work environments without psychopathic leaders. ...
Public health is a discipline that aims to ensure health, safety, and wellbeing for the entire population. Psychopathy, a personality construct relevant to public health because of its link to injurious violence. However, there are other means by which psychopathy impedes the public health which have gone largely unaddressed. This is likely because psychopathy has primarily been viewed through a criminal justice lens. This singular focus has hindered efforts to develop prevention strategies for psychopathy and the adverse outcomes with which it is associated. In this chapter, we argue that adopting a public health framework for psychopathy will not only elucidate the full magnitude of its health impact, but also inspire innovation in the way we work to ameliorate said impact. We consider the importance of viewing and addressing psychopathy through a public health lens to facilitate the development of appropriate goals for its prevention, treatment, and management as both a means of preventing violent crime and promoting health.
... Psychopathy and Machiavellianism have similar adverse effects in the workplace. Boddy et al. (2010) reported that leaders high in psychopathy demonstrated lower corporate responsibility and their subordinates felt less appreciated. This finding is supported by a metaanalysis that observed small, but significant negative associations between psychopathy and leadership effectiveness (Landay et al., 2019). ...
More research is needed on the ways Dark Triad (DT) personality traits (i.e., narcissism, psychopathy, and Machiavellianism) negatively influence the workplace. This study examines the association of soft and hard social influence tactics with DT traits by conducting a direct replication of Jonason, Slomsky, and Partyka (2012), which used the Dirty Dozen to measure DT traits. We also extended their study by including a contemporary measure of the DT, the Short Dark Triad. We tested our hypotheses that, 1) each DT traits significantly predict at least one of the workplace tactic styles (soft or hard); 2) The gender of participants does not significantly explain the variance in either soft or hard tactics after controlling for the mediating effect of DT composite. Across two studies, the results largely replicated previous conclusions and supported our hypotheses with some notable differences. Machiavellianism was associated with hard tactics, but not soft tactics. Narcissism was associated with both soft and hard tactics. Like Machiavellianism, psychopathy was associated with hard tactics, but not soft tactics, however, individuals high in psychopathy utilized more threats and punishment and less charm than those high in Machiavellianism. We discuss the implications of the observed differences between the two DT measures.
La clasificación de los trastornos de la personalidad ha estado sistemáticamente sometida a una serie de dilemas conceptuales, metodológicos e incluso éticos. En este contexto, cabe indicar que la psicopatía no ha estado incluida en el vademécum psiquiátricoDSM5 asimilándola, con algunos matices, al trastorno de la personalidad antisocial. Sin embargo, la experiencia profesional en el campo de la salud mental y la criminología sugiere que la realidad de este constructo psicológico es algo más compleja. De hecho, en las personas “diagnosticadas” de psicopatía lo que podemos observar es una gran heterogeneidad de perfiles de personalidad, con diversos grados de perversidad o profundidad emocional que convierten algunos instrumentos tradicionales de evaluación de la psicopatía en herramientas muy limitadas para entender su compleja constelación de aristas. En este artículo se ofrece una revisión actualizada de los hallazgos más recientes sobre la personalidad psicopática cuya definición tendría mejor encaje en un mapa conceptual conformado por diversos parámetros de carácter cognitivo, conductual, interpersonal y emocional. Como resultado de este nuevo enfoque han surgido diversas herramientas de evaluación entre las que destacamos las diferentes versiones del CAPP (Comprehensive Assessment of Psychopathic Personality). Si bien es evidente que es precisa más investigación en este campo, los hallazgos disponibles que asumen un enfoque multidimensional son prometedores para avanzar en una comprensión holística e integral de la personalidad psicopática.
Although positive campaigning is a widely used communication strategy in election campaigns, determinants aside from political characteristics and gender are largely unknown. However, the personality traits of candidates could affect campaigning strategies beyond these factors. Recent research shows that people with an aversive (“dark”) personality tend to self-promote and are attracted to leadership positions. Transferring these findings to self-promotion in election campaigns, I ask if candidates with a more aversive personality use positive campaigning more often. 2,133 candidates who ran for 10 state parliaments in Germany in 2021, 2022, and 2023 self-reported how often they used positive campaigning. Analyses via structural equation modeling show that the candidates’ aversive personality is positively and significantly related to their use of positive campaigning and that this relationship holds when controlling for political and sociodemographic characteristics. The implications of the findings and potential pathways for further research are discussed.
In the paper “Philosophy – The luxurious supplement of violence”, Bevan Catley (2003) says In many of the growing number of accounts of workplace violence there exists a particular sense of certainty; a certain confidence in what violence “really” is. With these accounts, philosophy appears unnecessary – and even luxurious – in the face of the obvious and bloody reality of workplace violence. [...] one outcome is an absence of a sense of curiosity about the concept of violence in many typical commentaries on workplace violence.
The presence of psychopathy in the workplace, though a relatively rare phenomenon, can lead to a toxic work environment and potential emotional discord outside of the workplace. Psychopathy is commonly stigmatized in the media, with the afflicted often being portrayed as violent criminal masterminds. However, off the silver screen and in the corporate world, psychopathy manifests quite differently. Psychopathy is a constellation of traits that has been conceptualized in varying ways over the years. Two of the most widely accepted theoretical frameworks of psychopathy are the Triarchic Model and the Three factor Model, which comprise many overlapping traits, including impulsivity, lack of empathy, and a multitude of maladaptive interpersonal behaviors. While there are clinical ways to assess an individual for psychopathic traits, doing so in the workplace is complex and nuanced. Through education and the sharing of information, employees can recognize behavioral and personality characteristics that may be indicative of psychopathic traits in a coworker. It is important to note that not all associated psychopathic traits are maladaptive in the workplace. While knowledge of these characteristics should not be used to diagnose or discriminate, it may aid in the development of adaptive strategies and improve relationships in the workplace.
This literature review explores the relationship between psychopathy and leadership effectiveness, with a focus on the moderating role of emotional intelligence. Existing research suggests that psychopathy, characterized by traits such as manipulativeness and lack of empathy, can have both positive and negative effects on leadership effectiveness. Some studies indicate that psychopathic individuals may possess certain leadership qualities, such as charisma and assertiveness, but may also engage in destructive behaviors and exhibit poor interpersonal skills. The review further examines the potential moderating role of emotional intelligence, which involves the ability to recognize, understand, and manage emotions. Emotional intelligence has been identified as a key factor in effective leadership, and it is hypothesized that it may mitigate the negative impact of psychopathy on leadership effectiveness by facilitating better interpersonal relationships, empathy, and ethical decision-making. The synthesis of existing literature suggests the need for further research to better understand the complex relationship between psychopathy, leadership effectiveness, and emotional intelligence. This review has implications for leadership development programs and organizational practices, emphasizing the importance of emotional intelligence in managing the potential adverse effects of psychopathy on leadership effectiveness.
The present paper describes the association between dark personality triads and direct and indirect aggression among individuals. Machiavellianism (a cunning outlook), Narcissism (extreme self-centredness) and Psychopathy (lack of sympathy) are the three dark personality traits that negatively affect work behaviours of employees. Aggression is described as direct and indirect aggression. Boys express their anger through physically aggressive behaviours whereas girls express their anger non-physically through indirect aggression as physical aggression is not culturally acceptable for girls. The present paper describes logical arguments about association of dark personality triads and aggression based on literature review. Findings showed that Machiavellianism is positively associated with indirect aggression, Narcissism is positively associated with direct and indirect aggression, whereas psychopathy is positively associated with direct aggression. Future research should focus on empirical relationship of dark personality triads with horizontal hostility, a special type of indirect aggression among females.
The current paper explores the rationality and associated non-emotionality of the psychopathic mind. This was undertaken because psychopaths in the corporate sphere (corporate psychopaths) have been identified as possessing the ability to rise to senior leadership positions within organisations from where they can wield enormous power over their colleagues, organisation and society. When in leadership, the psychopathic create emotional turbulence among their colleagues and subordinates, resulting in an extreme workplace environment. Nonetheless, findings as to the rationality of the psychopathic, include that psychopaths do embody the characteristics of economic rationality and may be the only rational human or ‘homo economicus’ that exists. Taken together with their total immorality and lack of all integrity this makes them the most serious threat to business ethics globally and a threat to the coherence of human society. These findings are important because such people care nothing for the future of humanity and their rationality is dedicated towards personal, short-term gratification. Potentially dire implications for humanity, organisations and society are drawn from this.
Across two studies, we apply self-regulation theory to test nonlinear relationships between founder Machiavellianism, narcissism, and psychopathy and new venture performance. Our hypotheses are supported for Machiavellianism and psychopathy, but contrary to our theorizing, we find a positive relationship between narcissism and performance. Furthermore, we identify an important explanatory mechanism in knowledge sharing, which mediates the curvilinear relationships at moderate and high levels. Our research has implications for how we understand the influence of problematic founder personality traits and how behavioral differences at varying levels of these traits can explain relationships with performance, and it presents a nuanced perspective to trait-based explanations for destructive entrepreneurial actions.
This foundational text was one of the first books to integrate work from moral philosophy, developmental/moral psychology, applied psychology, political and social economy, and political science, as well as business scholarship. Twenty years on, this third edition utilizes ideas from the first two to provide readers with a practical model for ethical decision making and includes examples from I-O research and practice, as well as current business events. The book incorporates diverse perspectives into a "framework for taking moral action" based on learning points from each chapter. Examples and references have been updated throughout, and sections on moral psychology, economic justice, the "replicability crisis," and open science have been expanded and the "radical behavioral challenge" to ethical decision-making is critiqued. In fifteen clearly structured and theory-based chapters, the author also presents a variety of ethical incidents reported by practicing I-O psychologists. This is the ideal resource for Ethics and I-O courses at the graduate and doctoral level. Academics in Organizational Behavior and Human Resource Management will also benefit from this book, as well as anyone interested in Ethics in Psychology and Business.
Posljednjih godina, među znanstvenicima, sve češće raste zanimanje za proučavanje loših odnosno mračnih ponašanja u organizacijskome okruženju. Jedna od zanimljivijih mračnih osobina je mračna trijada: narcizam, psihopatija i makijavelizam. Kada se promatraju učinkovitosti vodstva, uvijek se naglašavaju dobre osobine i crte ličnosti vođa. Unatoč sve većem interesu, postoji ograničen broj istraživanja koja se odnose na povezanost između mračne trijade i vodstva. Uspješno vodstvo nije jednoznačan pojam te niska razina mračnih osobina kod vođa može pridonijeti uspješnom vodstvu. U ovome će se radu najprije definirati pojam osobnosti s naglaskom na mračne osobnosti te će se uspoređivati s vodstvom u organizaciji. Stoga je glavni cilj ovoga rada bio ispitati jesu li mračne osobine ličnosti potrebne da bi se uspješno vodila organizacija. U svrhu istraživanja glavnoga cilja provedeno je ispitivanje putem anketnog upitnika i situacijskoga testiranja na malom uzorku menadžmenta izabranog poduzeća. Rezultati istraživanja pokazali su da mračna trijada ima negativnu korelaciju s dugoročnom uspješnošću vodstva u organizaciji. Kada se u obzir uzme kratak rok i mali postotak mračnih osobina, dobivamo pozitivne rezultate u uspješnosti vodstva.
Psychopath management, as a form of ineffective leadership, can have a negative impact on reputation and its organizational antecedents. There fore the purpose of this paper is to examine how Psychopath management indirectly through the manifestation of abusive supervision and the decline of social responsibility undermine corporates reputation. The research is applied in terms of purpose and in terms of data collection is descriptive correlational. To collect the research data, standard questionnaires of Corporate psychopathy of Mathieu etal (2014), abusive supervision of Tepper (2000), social responsibility of Lii & Lee (2012) and organizational reputation of Welch & Beatty (2009) were used. The statistical population of the study consisted of all employees of the companies operating in the metal industries of Kerman, whom 350 of them were selected by simple random sampling. Cronbach's alpha and composite reliability were used to confirm the reliability of the questionnaires, which was higher than 0.7 for all four questionnaires. The values obtained for convergent validity also indicated the validity of the questionnaires. Data were analyzed using structural equation modeling using PLS software. The findings indicate that with the presence of psychopath managers, the rate of abusive supervisory behaviors increases and the level of employees perceived social responsibility decreases. Also, Although there was no direct relationship between Psychopath management and organizational reputation, there is evidence to suggest that Psychopath management indirectly affects corporate reputation through the : دریافت تاریخ 20 / 01 / 1397 پذیرش تاریخ : 28 / 01 / 1398
Araştırmanın amacı iş özellikleri kuramı açısından akademisyenlerin faaliyetlerinde işlerinin anlamlılığına etki edebileceği düşünülen güven ve örgütsel bağlılık değişkenlerini bir model çerçevesinde ortaya koymaktadır. Günümüz üniversitelerde faaliyette bulunan akademisyenlerin çalışma arkadaşlarına karşı güven davranışları hem örgütsel bağlılıkları hem de işlerinin anlamlılığı üzerinde etkili olabilir. Bu açıdan araştırma Türkiye'de Doğu Karadeniz Bölgesinde farklı üniversitelerde faaliyette bulunan ayrı statülere sahip 406 akademisyen üzerinde gerçekleştirilmiştir. Araştırma sonuçlarında akademisyenlerin birbirlerine olan güven davranışlarının işlerinin anlamlılığı üzerinde pozitif ve anlamlı etkilerinin olduğu görülmüştür. Akademisyenlerin birbirlerine olan güven davranışlarının örgütsel bağlılıkları üzerinde de pozitif ve anlamlı etkileri olduğu gözlemlenmiştir. Ayrıca akademisyenlerin örgütsel bağlılıklarının da işlerinin anlamlılığı üzerinde pozitif ve anlamlı etkileri olduğu sonucuna ulaşılmıştır. Araştırmada akademisyenlerin birbirlerine olan güvenlerinin işlerinin anlamlılığı üzerindeki etkisinde örgütsel bağlılıklarının tam aracı etkiye sahip olduğu sonucuna erişilmiştir. ABSTRACT The purpose of the study is to reveal the variables of trust and organizational commitment, which are thought to affect the meaningfulness of academicians' activities in terms of job characteristics theory, within a model framework. Trust behaviors of academicians working in today's universities towards their colleagues may have an impact on both their organizational commitment and the significance of their work. In this respect, the research was carried out on 406 academicians with different statuses working in different universities in the Eastern Black Sea Region in Turkey. In the research results, it was seen that academicians' trust behaviors towards each other had positive and significant effects on the significance of their work. It has been observed that academicians' trust behavior towards each other has positive and significant effects on their organizational commitment. Also, it was concluded that the organizational commitment of academicians had positive and significant effects on the significance of their work. In the study, it was concluded that the organizational commitment of academicians had a full mediating effect on the impact of their trust on each other on the meaningfulness of their work.
Relying on the trait activation theory and socioanalytic theory, this study investigate conditions that activate or restrain a manager's dark triad, which can predict exploitative leadership. First, we examine the interacting effect of narcissism, Machiavellianism, and psychopathy with deceptive situation cues at work. Then, we investigated the effect of a manager's political skill - into the emergence of exploitative leadership. A multisource data were collected across two studies administered first to employees then to their corresponding managers (N = 150). Structural equation modeling were used to test hypothesis. The study's findings show that the interaction of deceptive conditions with the dark triad is the most predictive of exploitative leadership, while managers' political skill was found to have a neutralize effect. The present study provides an effort to identify a potential cause and a solution to manager's exploitative behavior at work. Implications for the dark triad literature, theories underlying it, and exploitative leadership are discussed.
The purpose of the study is to reveal the variables of trust and organizational commitment, which are thought to affect the meaningfulness of academicians' activities in terms of job characteristics theory, within a model framework. Trust behaviors of academicians working in today's universities towards their colleagues may have an impact on both their organizational commitment and the significance of their work. In this respect, the research was carried out on 406 academicians with different statuses working in different universities in the Eastern Black Sea Region in Turkey. In the research results, it was seen that academicians' trust behaviors towards each other had positive and significant effects on the significance of their work. It has been observed that academicians' trust behavior towards each other has positive and significant effects on their organizational commitment. Also, it was concluded that the organizational commitment of academicians had positive and significant effects on the significance of their work. In the study, it as concluded that the organizational commitment of academicians had a full mediating effect on the impact of their trust on each other on the meaningfulness of their work.
In this study, a systematic review of the literature on CSR-employee intersection, with a particular focus on perceived CSR from 2000 onwards, is provided. What is known about individual level antecedents of CSR perceptions, consequences for employees, with underlying mechanisms and contingencies, as well as theoretical orientations are consolidated in an integrated framework. New areas of investigation, where evidence remain inconclusive, are documented. These areas for research include the role of national/cultural context as contingencies in understanding perceived CSR, adaption of theories from diverse disciplines such sociology, in particularly, in linking micro-macro foundations of CSR, creative and pro-active behaviours of employees that are shaped by perceived CSR, with underlying mechanisms, as well as individual level antecedents of perceived CSR, among others. This review study contributes to the micro-foundations of CSR research through providing comprehensive and integrated picture on dynamics of CSR-employee research and concrete suggestions for future studies.
Kitabın birinci bölümünde;
kültürel zeka, kültürel zekayı açıklayan teoriler ve ilişkili olduğu kavramlara
değinilmiştir. İkinci bölümde, sorumlu liderlik kavramı tüm yönleriyle ele
alınmaya çalışılmıştır. Üçüncü bölümde ise, zamanı ve stresi yönetmeye ilişkin
VI
tanımlara yer verilerek, zaman ve stres yönetimi açıklanmıştır. Kitabın dördüncü
bölümünde, örgütsel davranış alanında örgütsel sağlık ile çağdaş yönetim ilişkisine
değinilmiştir. Beşinci bölümde, örgütsel çeviklik kavramı tanıtılmaya çalışılmıştır.
Altıncı bölümde, etik liderliğin dayanak teorileri ve bu liderlik türü ile ilişkili
olan kavramlar ele alınmıştır. Yedinci bölümde, duygusal zeka, duygusal zekayı
temellendiren teoriler ve örgütlerde duygusal zekanın işleyişi hakkında bilgilere yer
verilmiştir. Sekizinci bölümde, örgütlerde bilgi saklama davranışına yer verilmiştir.
Örgüt yanlısı etik olmayan davranışlar, bağlantılı olduğu teorilerle ilişkilendirilmiş,
örgütsel nedenleri ve sonuçları dokuzuncu bölümde açıklanmıştır. Kitabın onuncu
bölümünde, yenilikçi iş davranışları; son bölümde ise işletme ve yönetim alanları
bağlamında yabancılaşma araştırmaları kendine yer bulmuştur.
Asbtract
Purpose
the main objective of this article is to check whether the relationship between corporate social responsibility activities and employee commitment is mediated by the existence of two other attitudinal variables of workers: intrinsic motivation and trust towards the organisation.
Design/methodology/approach
a survey of 318 Ecuadorian workers provides data that allows the application of structural equation modelling to verify the existence of such relationships.
Findings
the work shows a positive and significant relationship between CSR actions and the two attitudes of the employees considered: trust and intrinsic motivation. Furthermore, the mediating character that both variables play in the relationship between CSR and organisational commitment is confirmed. Ecuadorian managers can infer from this study the positive effects that CSR practices have on various attitudes and behaviors of employees, such as their motivation at work, their confidence in the company and their commitment to it.
Research limitations/implications
the scant generalisation of its results to the Ecuadorian reality given that the firms are located in a single zone of the country and belong to a specific activity.
Practical implications
new determinant factors of the relations between the endogenous and exogenous variables could be included.
Social implications
the consideration of other variables which could condition the relations studies: sex, age, etc.
Originality/value
the work increases the already existing knowledge about the relationship between CSR and different attitudes and behaviours of employees within formal work organisations.
Using a multilevel cognitive approach, this study elaborates how firms’ adoption of corporate social responsibility (CSR) initiatives influences employees’ organizational commitment. This study integrates both strategic human resource management (SHRM) and attribution theory to explain the cognitive process by which objective CSR initiatives work as social cues to initially shape a firm’s organizational CSR climate, which then affects individuals’ explanations of the motives behind CSR initiatives (i.e., CSR-induced attributions). Finally, employees’ CSR-induced attributions will influence employees’ organizational commitment. Data were drawn from survey and archival data and were collected in two waves. A multilevel structural equation modeling (MSEM) analysis of data collected from 474 employees of 25 firms supported most of our hypotheses. The results revealed that organizational CSR climate and employees’ CSR-induced intrinsic attribution could serially mediate the relationship between firms’ CSR adoption and employees’ organizational commitment. Theoretical and managerial implications are also discussed.
Businesses today are experiencing profound pressures to reform and improve stakeholder-related practices and their impacts on stakeholders and the natural environment - in short, to manage responsibly as well as profitably. Pressures for expanding the emphasis on profits to managing responsibly derive from three general sources: primary stakeholders such as owners, employees, customers, and suppliers; secondary stakeholders such as non-governmental organizations (NGOs), activists, communities, and governments; and general societal trends and institutional forces. The latter include a proliferation of "best of" rankings, the steady emergence and development of global principles and standards that are raising public expectations about corporate responsibility, and new reporting initiatives emphasizing the socalled triple bottom lines of economic, social and environmental performance. To respond to these pressures, many multinational corporations (MNCs) in particular are developing what we have called total responsibility management (TRM) systems approaches for managing their responsibilities to stakeholders and the natural environment. In this article we outline the dominant pressures pushing the evolution of total responsibility management and present a managerial framework that highlights the three main components of TRM approaches - inspiration (vision), integration, and improvement/innovation - with the indicators inherent to a responsibility measurement approach.
We argue that citizenship programs are strategic investments comparable to R&D and advertising. They can create intangible assets that help companies overcome nationalistic barriers, facilitate globalization, and outcompete local rivals. Program content selection reflects a balance between legitimation and differentiation, and choices are influenced both by local institutional environments that shape expectations of corporate commitment to citizenship and by the degree of customization required because of institutional distance. Citizenship profiles therefore enable the sociocognitive integration that global companies require to operate effectively across diverse local markets.
This paper contributes to the discussion on international diversification and corporate social responsibility by suggesting that firms can be both socially responsible and irresponsible simultaneously. To test our assertions, we analyze data from 222 publicly traded U.S. firms from 1993 to 2003. The findings support our hypotheses, which have significant implications on the way in which we conceptualize corporate social responsibility.
The research had two objectives. First, an instrument is developed using Carroll's four-part corporate social responsibility model. Second, the instruments is used to test the model among a sample of executives in national firms. The results of the study support the mode in two ways: in terms of components comprising the model and their relative magnitude.
As we transition to the 21st century, it is useful to think about some of the most important challenges business and other organizations will face as the new millennium begins. What will constitute "business as usual" in the business ethics arena as we start and move into the new century? My overall thought is that we will pulsate into the future on our current trajectory and that the new century will not cause cataclysmic changes, at least not immediately. Rather, the problems and challenges we face now we will face then. Undoubtedly, new issues will arise but they will more likely be extensions of the present than discontinuities with the past.
The article discusses aspects of managing ethically with global stakeholders. A firm's major stakeholders include consumers, employees, owners, the community government, competitors, and the natural environment. In the context of global ethics the community is the host nation in which the firm is doing business and the government represents all the separate sovereign nations that serve as hosts to investing multinational corporations. In terms of global ethics decision making the focus is on the extent to which the manager uses home-country ethical standards versus host-country ethical standards in shaping practice. The concept of corporate social responsibility appears to provide a framework for global business ethics.
Purpose
The author argues that the causes of this current epidemic of bad leadership include the leaders' personality disorders, akrasia (weakness of will), flawed values, and avoidance of reality. The complicity of followers also contributes.
Design/methodology/approach
The author offers a twin‐scenario model. In one case stressed leaders become pragmatists. In the other they act out this alternative: The would‐be visionary, seduced by power and a growing sense of certitude, first becomes isolated and then gets lost. When plans fail to deliver wins, the leader grows tyrannical, wields power wrongly, and devolves into a fallen star and self‐serving “decider,” often surrounded by fawning acolytes.
Findings
The subsequent emergence of bad leadership can be averted if leaders will pay attention to the welfare of stakeholders, listen to alternative points of view and perspectives, rely on their team for support, foster a culture of integrity, and cultivate personal awareness. Followers must give honest feedback and develop coalitions to foster a balance of power within the organization. If all else fails, externally‐imposed regulation may be necessary.
Practical implications
The author offers practical advice to both leaders and followers to enable them to avoid the perils of the bad leadership.
Originality/value
By identifying the causes and likely cures for bad leadership and bad followership the author makes it easier for stakeholders to address the problem and take action and for boards to select the right candidates for leadership roles, a critical board responsibility.
This paper considers neurocognitive models of aggression and relates them to explanations of the antisocial personality disorders. Two forms of aggression are distinguished: reactive aggression elicited in response to frustration/threat and goal directed, instrumental aggression. It is argued that different forms of neurocognitive model are necessary to explain the emergence of these different forms of aggression. Impairments in executive emotional systems (the somatic marker system or the social response reversal system) are related to reactive aggression shown by patients with “acquired sociopathy” due to orbitofrontal cortex lesions. Impairment in the capacity to form associations between emotional unconditioned stimuli, particularly distress cues, and conditioned stimuli (the violence inhibition mechanism model) is related to the instrumental aggression shown by persons with developmental psychopathy.
Executive Overview This paper describes an emerging institutional infrastructure around corporate responsibility that has resulted in the evolution of initiatives such as the Global Reporting Initiative, the social investment movement, and related efforts that place more emphasis on corporate responsibility, accountability, transparency, and sustainability. Using a framework that roughly classifies initiatives into state/govern-ment, market/economic, and civil society categories, the paper illustrates the rapid evolution of new infrastructure that is pressuring companies to be more responsible.
This chapter examines the origins of Corporate Psychopaths as a construct and the state of knowledge regarding the potential causes of psychopathy. This is a literature review conducted as part of the wider investigation into the presence of Corporate Psychopaths in workplaces and their influence on workplace outcomes. The objective of this chapter is to use the literature on psychopathy, psychopaths and Corporate Psychopaths to determine what is known about the origins of the syndrome as it applies to the area of business, corporations and organisations. The chapter first discusses the syndrome of psychopathy and how it is assessed. This is followed by a discussion of the possible physical origins of the syndrome and of childhood factors in its development. This leads to a definition of who psychopaths are and of criminal psychopaths. The realisation, by psychologists, that non-criminal or successful psychopaths exist is then discussed, and this discussion is followed by a definition of Corporate Psychopaths.
According to Dr. Clare Graves, mankind has developed eight core value systems,1 as responses to prevailing circumstances. Given different contexts and value systems, a one-solution-fits-all concept of corporate sustainability is not reasonable. Therefore, this paper presents various definitions and forms of sustainability, each linked to specific (societal) circumstances and related value systems. A sustainability matrix– an essential element of the overall European Corporate Sustainability Framework – is described showing six types of organizations at different developmental stages, with different forms of corporate sustainability, each supported by specific institutional arrangements.
Psychopathy is characterized by diverse indicators. Clinical accounts have emphasized 3 distinct facets: interpersonal, affective, and behavioral, Research using the Psychopathy Checklist-Revised (PCL-R), however, has emphasized a 2-factor model, A review of the literature on the PCL-R and related measures of psychopathy, together with confirmatory factor analysis of PCL-R data from North American participants, indicates that the 2-factor model cannot be sustained. A 3-factor hierarchical model was developed in which a coherent superordinate factor, Psychopathy, is underpinned by 3 factors: Arrogant and Deceitful Interpersonal Style, Deficient Affective Experience, and Impulsive and Irresponsible Behavioral Style. The model was cross-validated on North American and Scottish PCL-R data, Psychopathy Screening Version data, and data derived from the Diagnostic and Statistical Manual of Mental Disorders (4th ed.; American Psychiatric Association, 1994) antisocial personality disorder field trial.
Executive Overview
Destructive narcissism (DN) is both a common and significant problem in organizations. The outward self-confidence, drive for power, and ruthlessness of destructively narcissistic managers (DN managers) facilitate their rise to positions of power. At the same time, their devaluation of others, singular focus on what is best for themselves, and difficulties in working with others can markedly impair an organization's morale and performance, and even drive away the most talented employees. Most large organizations have enough DN managers to present a significant and costly problem.
This article begins by discussing the nature and origins of DN and then moves on to explore how DN can simultaneously facilitate the rise of managers to positions of power and do significant damage to the organizations they work for. Two detailed case studies are provided. The article discusses why DN managers are able to survive and prosper in some organizations despite their destructive behavior, how people can recognize DN managers more quickly, and how to design organizations to decrease the prevalence of DN managers. Finally, the article provides recommendations for how other managers, executives, and boards of directors can deal with DN managers and CEOs.
When it comes to philanthropy, executives increasingly see themselves as caught between critics demanding ever higher levels of "corporate social responsibility" and investors applying pressure to maximize short-term profits. In response, many companies have sought to make their giving more strategic, but what passes for strategic philanthropy is almost never truly strategic, and often isn't particularly effective as philanthropy. Increasingly, philanthropy is used as a form of public relations or advertising, promoting a company's image through high-profile sponsorships. But there is a more truly strategic way to think about philanthropy. Corporations can use their charitable efforts to improve their competitive context - the quality of the business environment in the locations where they operate. Using philanthropy to enhance competitive context aligns social. and economic goals and improves a company's long-term business prospects. Addressing context enables a company to not only give money but also leverage its capabilities and relationships in support of charitable causes. That produces social benefits far exceeding those provided by individual donors, foundations, or even governments. Taking this new direction requires fundamental changes in the way companies approach their contribution programs. For example, philanthropic investments can improve education and local quality of life in ways that will benefit the company Such investments can also improve the company's competitiveness by contributing to expanding the local market and helping to reduce corruption in the local business environment. Adopting a context-focused approach goes against the grain of current philanthropic practice, and it requires a far more disciplined approach than is prevalent today But it can make a company's philanthropic activities far more effective.
I present a complex theoretical explanation that draws on multiple bodies of literature to present an academically rigorous version of a simple argument: good deeds earn chits. I advance/defend three core assertions: (1) corporate philanthropy can generate positive moral capital among communities and stakeholders, (2) moral capital can provide shareholders with insurance-like protection for a firm's relationship-based intangible assets, and (3) this protection contributes to shareholder wealth. I highlight several managerial implications of these core assertions.
What role have activist institutional investors played in shaping an agenda of corporate social responsibility? We examine this question through an analysis of all shareholder proposals introduced from 1969 to 2003 on the topic of international human rights and labor standards, a topic we call Global Corporate Responsibility (GCR). Our analysis demonstrates that religious organizations, activist groups, and universities played an important early role in identifying and raising issues of corporate responsibility and validating the topic for shareholder concern in the early 1970s. We also identify an important role for public pension funds in championing this agenda over time, beginning in the 1980s. When public pension funds supported shareholder proposals on the GCR theme, campaigns attain a level of persistence and success that is more likely to attract the attention of managers. Issues that fail to involve public pension funds exhibit more variable life spans and success rates. Many types of institutional investors played an important role as innovators and supporters in bringing new issues to the foreground of public GCR debate. The support of large pension funds, however, largely determined the success of an issue in consistently garnering the attention of managers.
We now live in a time when the once astonishing M&A deals of the 1980s are surpassed and even dwarfed on a regular basis and when CEOs, having risen to the status of popular heroes in the late 1990s, are facing heightened public scrutiny as a result of widely publicized and stunning excesses and abuses over the past few years. But despite this fall from grace, the belief in the power and the efficacy of business has not diminished; rather, it is the public's trust in the business agenda and its methods that has been famished. In fact, the degree of public and government scrutiny and even cynicism that business and its leaders encounter today is a direct reflection of the amount of power and control and capacity they are believed to wield.
This policy-capturing study examines the impact of corporate social responsibility (CSR) on applicant attraction to organizations. In a sample of 201 graduating business students, we found that each aspect of CSR, i.e., economic, legal, and ethical responsibility, had a unique effect on organizational attraction and probability of accepting offer. The participants also combined these three types of information in an interactive configural manner. Applicants with different ethical predispositions were affected by CSR to different extents. Future research needs and practical implications are discussed.
This paper traces the evolution of the corporate social performance model by focusing on three challenges to the concept of corporate social responsibility: economic responsibility, public responsibility, and social responsiveness. It also examines social issues management as a dimension of corporate social performance. It concludes that the corporate social performance model is valuable for business and society study and that it provides the beginnings of a paradigm for the field.
Using qualitative research and case studies, we argue that firms should internalize social good in order to succeed in subsistence markets. We develop micro and macro level rationale to show that customer and societal welfare concerns should move to the center of strategic planning and permeate business functions and processes.
This chapter looks at employees as a key resource in an organisation and explains how the productivity of this human resource can be helped or hindered by organisational rules and procedures, supervisors, managers and other constraints. It defines organisational constraints and then outlines why Corporate Psychopaths can affect them. The chapter discusses the findings from an empirical investigation into whether the presence of Corporate Psychopaths in an organisation influences the level of organisational constraints within it. It concludes that Corporate Psychopaths do influence the level of organisational constraints, by a large factor. As corporate psychopathy increases within an organisation, so does the level of organisational constraints. The implications for human resource selection and management policies are discussed in terms of the potential for screening employees for psychopathy.
While Feelgood and Rantzen claim that impulsivity is central to psychopathy, they fail to observe the crucial distinction between primary and secondary psychopathy. Contrary to their recommendations, omission of moral considerations renders the construct impossible unless its definition is made completely circular and therefore scientifically useless. Their objections to successful and institutionalized psychopathy are based on an inappropriately narrow definition of psychopathy. Finally, their strict causalism represents a bankrupt positivism which is counterproductive for psychology.
This article presents a normative set of recommendations for elevating the practice of marketing ethics. The approach is grounded in seven essential perspectives involving multiple aspirational dimensions implicit in ethical marketing. More important, each basic perspective (BP), while singularly useful, is also integrated with the other observations as well as grounded in the extant ethics literature. This combination of BPs, adhering to the tenets of normative theory postulation, generates a connective, holistic approach that addresses some of the major factors marketing managers should consider if they desire to conduct their marketing campaigns with the highest levels of ethics and social responsibility.
Purpose
The aim of this paper is to assess highly toxic leaders and dysfunctional organizations as presented via management consulting and executive coaching assignments.
Design/methodology/approach
The paper employs an action research approach via two participant observer case studies incorporating the DSM IV‐TR: Diagnostic and Statistical Manual of Mental Disorders .
Findings
The paper finds that the nexus of dysfunctional organizational systems may be located in “pre‐existing” leadership pathologies.
Research limitations/implications
First, additional research will be needed to confirm and extend the findings of individual pathologies in leaders to dysfunctional organizational systems; second, a closer look is necessary at the applicability of the DSM IV‐TR to pathologies at the organizational level; third, due to the action research, case study approach utilized, there is somewhat limited generalizability; fourth, there are limitations re: the applicability of DSM IV‐TR as an assessment tool for management researchers due to the necessity of training in clinical psychology.
Practical implications
The importance of distinguishing personality disorders in leaders from toxic behaviors falling within a range of “normal pathology,” and the ability to assess individual leadership pathology within organizational systems via the clinically trained usage of the DSM IV‐TR ; providing clinical assessment tools for reducing the number of misdiagnoses of leadership pathology in the workplace; encouraging collaboration between management and psychology researchers and practitioners.
Originality/value
This paper fills a gap in the toxic organizations research by identifying personality disorders in leaders and providing an action research agenda for incorporating the DSM IV‐TR as a means of extending the repertoire of assessment tools;
There is an impressive history associated with the evolution of the concept and definition of corporate social responsibility (CSR). In this article, the author traces the evolution of the CSR construct beginning in the 1950s, which marks the modern era of CSR. Definitions expanded during the 1960s and proliferated during the 1970s. In the 1980s, there were fewer new definitions, more empirical research, and alternative themes began to mature. These alternative themes included corporate social performance (CSP), stakeholder theory, and business ethics theory. In the 1990s, CSR continues to serve as a core construct but yields to or is transformed into alternative thematic frameworks.
This study used Kenny's (1994) social relations model to examine the interpersonal perception of psychopathic traits among well-acquainted sex offenders. Members of 10 outpatient therapy groups (N = 63) who were court-ordered to attend treatment completed a self-report measure of psychopathy and rated one another on psychopathy-related traits. These interpersonal ratings were partly in the eye of the beholder (perceiver variance). Participants who saw themselves as higher in psychopathy were likely to see others as psychopathic (assumed similarity). There were smaller but significant levels of consensus (target variance) for some judgments of psychopathy. Participants who scored higher on the self-report measure of psychopathy were more likely to be seen as psychopathic by their fellow group members and as at higher risk for re-offending.
This study compared the findings from a sample of non-criminals with high and low psychopathy levels to published findings with criminal psychopaths and non-psychopaths. Congruent to findings with criminal psychopaths, participants with high psychopathy traits (High-P) compared to those with low psychopathy traits (Low-P) performed significantly worse on the Iowa Gambling Task, a task sensitive to orbital frontal cortex dysfunction. Moreover, the High-P group also evidenced a lack of empathy, a hallmark feature of psychopathy. These findings could not be explained by differences in estimated IQ or performance on a task sensitive to an executive functioning deficit. The discussion focuses on possible differences between non-criminal and criminal psychopaths, concluding criminal psychopaths manifest more extreme degrees of the interpersonal-affective and antisocial features of psychopathy.
This paper provides a multi-level theoretical model to understand why business organizations are increasingly engaging in corporate social responsibility (CSR) initiatives, and thereby exhibiting the potential to exert positive social change. Our model integrates theories of micro-level organizational justice, meso-level corporate governance and macro-level varieties of capitalisms. Using a theoretical framework presented in the justice literature, we argue that organizations are pressured to engage in CSR by many different actors, each driven by instrumental, relational and moral motives. These actors are nested within four "levels" of analysis: individual, organizational, national and transnational. After discussing the motives affecting actors at each level and the mechanisms used at each level to exercise influence, as well as the interactions of motives within levels, we examine forces across levels to propose the complex web of factors, which both facilitate and impede social change by organizations. Ultrimately, this proposed framework can be usd to systematize our understanding of the complex social phenomenon of increasing CSR engagement, and to develop testable hypotheses. We conclude by highlighting some empirical questions for future research, and develop a number of managerial implications.
Philosophy, Psychiatry, & Psychology 10.2 (2003) 185-187
Doctor Ciocchetti examines the responsibility of psychopaths as a function of psychological capacities operating within relationships. He then argues against the punishment of psychopaths. I have some sympathy with both views, but perhaps argued in different ways, and from different standpoints, based on my clinical experience.
Doctor Ciocchetti's offers an unusual account of responsibility as a concept that involves at least two people, and perhaps many more than two; and this I would entirely support. In this sense, responsibility is a transitive and dynamic process that involves not only the personal sense of ownership of an action or thought, but also the attribution of responsibility by others. Moral, when applied to intentions, seems to me to suggest that they are intentions that involve another person and that they are held by an active agent who can make choices about those intentions. Responsibility implies not only causal responsibility, but also that the actor owns his own intentions about his behaviors toward others.
Responsibility, either as experienced by the actor or attributed by others, is a type of moral judgment; an exercise in moral reasoning. Following Gilligan (1987), I am persuaded that moral reasoning, or the discourse of ought-and-should is relational in nature and must be seen in the context of relationships. I think much of the early work on moral reasoning in offenders is flawed because it assumes that moral reasoning was a capacity like serum bilirubin: normally distributed out there in the population, and able to be measured by an objective observer, in a process independent of the findings. Unsurprisingly, these studies found either that offenders had immature moral reasoning capacities (which we might have guessed already), or they had normal moral reasoning capacity, which was disturbing and puzzling.
What we want to understand is how people come to let themselves do horrible things to others. Cioccchetti argues that psychopaths can do these things because they lack the affective capacities needed to respond to others' distress. Ordinary people care about harm to others (including the physical self/body and sentient animals) and demand explanations for the deliberate infliction of suffering on others. It is not only the lack of participant attitudes in the psychopath that bother us; it is our own responses, expressive of our participant attitudes, that tell us something about what this person is, and what is wrong. In my view, this is what punishment is all about for us, the larger social group forced to respond to the distressing and disturbing actions of others.
As Ciocchetti suggests, it is the perceived guilt of the offender that justifies the punishment; it is also the experienced distress of those affected that drives the need for punishment. The distress is part of the relationship between the victim and the offender; the victim is often just as active as the offender.
The issue becomes most clear in relation to capital punishment and its supporters, especially those who wish not only to view executions, but also to broadcast them. In considering this, there are two useful sources of information: first, studies of the reactions of those who witness executions, and second, studies of the impact of murder on those related to the murder victim, so-called secondary victims. In those states that have capital punishment in the United States, it is often the secondary victims who witness the execution. They often have testified to the appalling impact of the offender's crime on them; most states give them a right to be present at the execution, even if they do not exercise it. It is hard not to think that it is the enormity of the feelings caused by the offender's wrongdoing that the death sentence is designed to address; the death of the offender changes the relationship between victim and offender, as much as the death of the original victim changes the relationship with their relatives. One might then wonder about the impact of his or her execution on the relatives of the offender: are they also secondary victims of a homicide? What about their relationship to the state in terms of rightness and wrongness?
This work is relevant...