A troubling trend has emerged within South Africa’s corporate world: a growing number of leaders displaying toxic behaviours, with detrimental effects on employees’ mental health, Cape {town} Etc reports.
According to a range of studies, the prevalence of narcissistic and psychopathic traits among top executives is alarmingly high, painting a stark picture of the modern workplace.
The concept of ‘dark leadership,’ which is characterised by harmful behaviours within organisations, is directly associated with increased levels of stress and anxiety, higher rates of depression, and ultimately, lower job satisfaction.
This type of leadership fosters an atmosphere rife with fear and mistrust, significantly diminishing employee engagement and productivity.
Professor Renata Schoeman, Head of Healthcare Leadership at Stellenbosch Business School, sheds light on this pressing issue. ‘Many of the personality traits associated with psychopathy such as charm, fearless dominance, and boldness are traits that can help people excel in business environments,’ she notes.
While only about 1% of the general population meets the criteria for antisocial personality disorder, estimates suggest that as many as 4% of business leaders may actually be psychopaths.
The highest concentration of these individuals can be found at the CEO level, just behind the shocking statistics of antisocial personality disorder among prison inmates.
The consequences for employees in South Africa are dire. Recent nationwide studies reveal that a staggering one-third of employees have chosen to leave their jobs due to toxic leadership, with work-related stress accounting for over 40% of all workplace illnesses. Alarmingly, one in four South African employees has been diagnosed with depression, making the need for awareness and intervention critical.
Despite the grim findings, Schoeman clarifies that not all leaders exhibit the characteristics of psychopaths or narcissists. ‘It’s crucial to distinguish between challenging bosses and those who exhibit clinically identifiable traits of narcissism and psychopathy,’ she emphasises.
To combat the reality of toxic leadership, understanding the signs is fundamental. Narcissism manifests through behaviours such as grandiosity, entitlement, an incessant need for admiration, and an utter lack of empathy. Psychopathic traits often include superficial charm, manipulative behaviours, a complete indifference to the feelings of others, and impulsivity.
Schoeman points out that these very traits often make individuals more appealing in roles of influence. ‘Narcissists can be brilliant strategists and adept at managing change, often inspiring followers with their bold visions,’
On the other end of the spectrum, psychopathic leaders exhibit aggressive behaviours that prioritise dominance and strategic conquest. Their capacity to manipulate communication channels allows them to enhance their power while belittling those they lead.
This kind of toxic influence breeds disinformation and undermines collaboration, leading to a fragmented workplace environment.
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