Art, obsession, and identity
Around 4-12% of CEOs show psychopathic traits, while only about 1% of the general population does. Some past and present world leaders also display relevant traits—like charm, risk-taking, lack of remorse, and a relentless drive to win. But does this kind of mindset actually help in leadership, or does it do more harm than good? Click on to find out.
We generally tend to associate psychopathy with criminality, and it's terrifying to think that we could come across such an individual at home or the workplace.
Characters like Hannibal Lecter in 'The Silence of the Lamb' (1991), Dexter Morgan in 'Dexter' (2006-2013), Jordan Belfort in 'The Wolf of Wall Street' (2013), and Terence Fletcher in 'Whiplash' (2014) will give you the creeps. Though intelligent, they are sure to make your skin crawl. But chances are you wouldn't recognize these types in the real world.
According to a study by Dr. Paul Babiak, a New York-based industrial and organizational psychologist, about 4-12% of business heads in the US could be psychopaths, and up to 21% of supply chain managers displayed clinically significant levels of psychopathy.
This is comparable to rates of psychopathy found in convicts (about 15%). These numbers are far greater than those found in the general population, which is about 1%.
So since psychopathy is relatively common in leadership, let’s now break down some of the key traits and see if these actually provide an advantage.
Psychopaths have a way of turning on the charm when it suits them. They can be fun, smooth, and magnetic—but it’s all surface level. This effortless confidence comes from a lack of self-doubt and fewer inhibitions, making them naturals at winning people over.
Psychopaths can use their charisma to resolve conflict, convince the opposing faction, and, often through effective communication, inspire a group of people to work towards a common goal.
In business deals and negotiations, psychopaths definitely have an edge—they know how to impress, manipulate, and outmaneuver their opponents. But charm and strategy can only take them so far. In the long run, trust and integrity often matter more, and that’s where things can start to fall apart.
Elizabeth Holmes launched Theranos in 2003 when she was just 19, aiming to revolutionize health care with a device that could detect deadly diseases from just a drop of blood. At its peak, Theranos was worth a staggering US$9 billion, and Holmes, owning half the company, became the world’s youngest self-made female billionaire.
What surprised many was how Holmes, despite being a college dropout with no technical background or business experience, managed to convince some of the biggest names in the business to back Theranos. Heavyweights like Rupert Murdoch, the Walton family, Oracle’s Larry Ellison, and Walgreens all bought in. Even her board of directors was stacked with power players, including Henry Kissinger and Jim Mattis (both former United States Secretaries of State), former Wells Fargo CEO Richard Kovacevich, and ex-CDC director William Foege. It’s a testament to her persuasion skills, but also a warning about how far charisma can take you, even without substance.
Between 2015 and 2018, Theranos faced multiple lawsuits from investors after investigations exposed the company's false claims. Eventually, Theranos shut down, and Elizabeth Holmes was convicted on four counts of fraud, leading to an 11-year prison sentence. It turns out that charm and persuasion weren't enough to save her this time.
Research shows a strong connection between psychopathy and impulsivity, meaning psychopaths often act on impulse, saying or doing things without considering the consequences.
The same impulse that leads criminals to commit violent crimes can show up in leadership roles, where it often turns into risky behavior. And sometimes that recklessness actually gets rewarded.
Taking risks is a key trait of leaders who make bold decisions that others shy away from. Impulsivity, in turn, helps reduce fear, build resilience, sharpen decision-making skills, and increase tolerance for stressful situations. But unchecked impulsivity is a recipe for disaster.
Steve Jobs is remembered as one of the most visionary leaders of his time, reshaping the world we live in. However, his eccentric personality and impulsive nature sometimes got in the way of progress.
The most prominent example of this is when Steve Jobs hired John Sculley, former president of PepsiCo, as the CEO of Apple in 1983. It didn't take long for their opinions to clash, and, eventually, Jobs attempted to oust Sculley via a boardroom coup. However, the plan backfired and, instead, Jobs had to part ways with Apple.
Out of spite, Jobs sold off nearly all his Apple shares, keeping just one. This not only hurt his net worth but also limited the potential of his next venture, NeXT, which he started to compete with Apple. NeXT ended up losing a lot of money before Apple bought it out.
People with psychopathic tendencies often don't feel guilt. Even if they know their actions hurt others, they're more likely to shift the blame or refuse to take responsibility for their mistakes.
As odd as it may seem, people who don't feel guilt might make decisions that are harmful in the short term but end up being beneficial or advantageous in the long run.
It is easier for psychopaths to make legally or morally wrong decisions if it ultimately benefits them. Especially in leadership roles, this can be seen as a risky, yet positive trait where such moves can eventually lead to the success of the team or organization. However, there's a major downside to this approach.
North Korea’s dictator is infamous for his ruthlessness and total lack of guilt. His years of tyranny stand as proof of his egomaniacal and self-centered approach to ruling the country.
Jang Song Thaek, Kim Jong Un's uncle and one of the most powerful North Korean figures at the time, was branded a "traitor of all ages" and executed in 2013. His death was one of the most brutal in modern history—he was reportedly eaten alive by 120 hungry dogs. Experts suggest that Jang's popularity and his strong ties with China sparked Kim Jong Un’s insecurities, ultimately leading to his execution. North Korea's leader is also believed to be behind the assassination of his older half-brother, Kim Jong-Nam, who was killed using a toxic nerve agent.
A former North Korean sergeant revealed that if soldiers fighting in Ukraine were captured alive, their families would be sent to prison camps or even executed. Such a reign of terror would make even the most brutal dictators look tame.
In order to achieve their goals, psychopaths often deceive and manipulate others. It stems from insecurities, obsession with success, and the uncontrollable desire to control people and narratives.
Office politics are nothing new to organizations. People often get caught up in the game of deceiving others for personal gain. Psychopaths, skilled in manipulation, can take advantage of these situations to serve their own interests.
As leaders, psychopaths may pit teams against each other to drive better performance. Tactics like gaslighting, twisting the truth, and outright lying become key parts of their strategy.
Joseph Stalin, once dictator of the Soviet Union, displayed hallmark signs of deception and manipulation.
As World War II was nearing its end and Germany's defeat seemed inevitable, the Western Allies and the Soviet Union raced to capture Berlin. Both were eager to claim this symbolic victory first. However, Stalin feigned disinterest in capturing Berlin and persuaded Winston Churchill and Franklin D. Roosevelt that the capital wasn’t a key target. Instead, he argued that they should focus on capturing Germany's industrial towns and cities to secure total victory. In the end, it was decided that the Soviet forces alone would march toward Berlin.
Stalin frequently stirred distrust among his generals, turning them against one another. During the final Battle of Berlin, he promised Marshal Gregory Zhukov that his 1st Belorussian Front would spearhead the attack. At the same time, Stalin urged Marshal Ivan Konev to launch an assault from the south. This rivalry forced both generals into a race for victory, even if it meant launching poorly planned attacks with ill-equipped forces, resulting in massive loss of life.
Sources: (BBC) (Forbes) (Harvard Business Review)
See also: What is borderline personality disorder?
The role of psychopathy in leadership
Do toxic people often reach the top?
LIFESTYLE Human behavior
Around 4-12% of CEOs show psychopathic traits, while only about 1% of the general population does. Some past and present world leaders also display relevant traits—like charm, risk-taking, lack of remorse, and a relentless drive to win. But does this kind of mindset actually help in leadership, or does it do more harm than good? Click on to find out.