How toxic leaders are impacting SA’s workforce

A rising body of research is unearthing a troubling dynamic in corporate leadership: a concerning prevalence of narcissistic and psychopathic traits among those at the helm. This disturbing trend not only compromises organisational integrity but also adversely impacts the mental health and well-being of employees, creating an epidemic of workplace toxicity that is increasingly hard to ignore.

Prof Renata Schoeman, Head of Healthcare Leadership at Stellenbosch Business School, highlights that certain personality traits typically associated with psychopaths—charm, fearless dominance, boldness, and a grandiose sense of self—are often seen as advantageous in the cutthroat world of business. Research indicates that while only about 1% of the general population meets the criteria for antisocial personality disorder, nearly 4% of business leaders may fit this profile, with CEO roles being the most common breeding ground for such traits.

The consequences for employees are alarming. National studies have revealed that one-third of South African workers have left jobs due to toxic leadership. Moreover, over 40% of workplace illnesses are linked to stress, with one in four employees diagnosed with depression. Prof Schoeman states that while the situation appears dire, it is critical to differentiate between leaders who exhibit narcissistic or psychopathic tendencies and those who may simply be difficult bosses. “Narcissists and psychopaths have distinct, clinically identifiable traits,” she asserts, emphasising the importance of accurate recognition to prevent wrongful labelling and conflict.

Recognising the signs

What sets these leaders apart? The traits of narcissism include:

• Grandiosity
• Entitlement
• Constant need for admiration
• Lack of empathy
• Arrogance
• Hypersensitivity to criticism

On the other hand, psychopathy may be identified by:

• Superficial charm
• Manipulative behaviours
• Lack of remorse or empathy
• Impulsivity
• Shallow affect

Prof Schoeman explains that while these traits may appear counterintuitive, they can provide significant advantages in leadership roles. Narcissistic individuals, for instance, may exhibit bold strategic thinking and the ability to drive substantial organisational change, often exerting a magnetic charisma that draws followers. However, they may possess a penchant for self-promotion and an inclination to shift blame onto others, fostering a culture of co-dependency among colleagues.

The mechanics of toxic leadership

Psychopathic leadership may manifest through aggressive dominance tactics, focusing on manipulation and bullying. Their deceptive nature, infused with a lack of empathy, translates into effective yet unethical leadership. “Successful psychopaths have high conscientiousness levels, which separates them from those who descend into criminal behaviour,” notes Prof Schoeman. “They can skilfully navigate social interactions, reinforcing their image while sabotaging others without being held accountable.”

This mastery of manipulation creates a toxic atmosphere where innovation is stifled, morale plummets, and employee turnover escalates, ultimately leading to reputational degradation and potential financial decline. Recognising these detrimental traits is critical, as Prof Schoeman states, “Their successes mask the long-term costs that could prove catastrophic for organisations.”

Strategies for safeguarding employees

The path to cultivating a healthier workplace begins with vigilance. If employees identify such behaviours in their leaders, the following strategies can offer protection:

• **Establish clear boundaries:** Maintain professional distance and document interactions meticulously.
• **Seek organisational support:** Engage with HR or utilize employee assistance programmes.
• **Prioritise self-care:** Cultivate emotional and social support networks.
• **Stay objective:** Focus evaluations on performance facts rather than emotional responses.

For those in leadership positions who may recognise these traits within themselves, Prof Schoeman recommends a proactive approach:

• **Seek professional guidance:** Psychological support can provide strategies for modifying harmful behaviours.
• **Solicit authentic feedback:** Engage trusted colleagues or mentors for honest insights.
• **Develop empathy and humility:** Commit to training that emphasises emotional intelligence and ethical leadership.
• **Establish transparency and accountability:** Create checks and balances within the organisation to mitigate risks associated with negative traits.

Organisational interventions

To effectively combat the threat posed by dark leadership, organisations can implement targeted measures:

• **Psychometric screening:** Deploy assessments that measure psychological behaviour among senior candidates.
• **Encourage anonymous feedback:** Utilise tip-lines and exit interviews to uncover toxic behaviours pre-emptively.
• **Emphasise fairness and transparency:** Establish open-door policies to dilute the power of manipulative leaders.
• **Support employee well-being:** Invest in wellness programmes and provide access to mental healthcare and other relevant HR safeguards.
• **Hold leaders accountable:** Implement strict repercussions for abusive behaviours, reinforced by robust HR and legal interventions.

Ultimately, “Leadership carries great responsibility,” asserts Prof Schoeman. “Recognising and addressing problematic traits like narcissism and psychopathy is crucial for not only protecting organisational health but also fostering a culture of psychological safety and ethical integrity.” As businesses navigate through the complexities of leadership dynamics, their commitment to safeguarding employee mental health must take precedence.

BUSINESS REPORT

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