Highlights
Justification of Selection
The three leadership articles relate to each other via the subject material of corporate psychopathy. Corporate psychopathy is marked by the following traits: lack of empathy, impulsive behavior, and interpersonal dominance (Boddy, 2015; Landay et al., 2018). When leaders are defined by these traits, the results are often disastrous for organizations (Landay et al., 2018). The problem of corporate psychopathy exists as a niche topic of study in leadership academia, yet the findings are holistically applicable to the business world. It is estimated that 3.5% of high-level executives and C-suite personnel are psychopaths, as compared to only 1% of the general population (Boddy, 2015).
Collectively, the three articles first highlight corporate psychopathy through a case study (Boddy, 2015). But the case study lacks quantitative data and maintains a narrower scope of view, so the second article was selected because it provides quantitative data on psychopathy through meta-literature review (Landay et al., 2018). Though the third article does not specifically cover corporate psychopathy, it presents an overview of why virtues-based leadership is needed including some methods on how to develop it. Good leadership requires empathy and several degrees of virtuous behavior, which can be developed and improved like any skill (Newstead 2019), making virtues-based leadership a potential cure to corporate psychopathy.
Psychopathy is a neurological condition that is largely unchangeable, however, that does not mean that those afflicted by it can not train themselves to operate differently then their nature. If psychopaths can lie to pass screening exams, they could potentially be trained to gamify the use of key phrases. This may work with a virtues language and labelling approach to leadership development with corporate psychopaths if they are convinced of the net-positive outcome to their own external reputation.
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