The phenomenon of corporate psychopathy affects millions of people in organizations across the world. Described as a triad of psychopathy, narcissism, and Machiavellianism, corporate psychopathy describes the non-criminal, even successful counterpart of the anti-social psychopathic deviant. Its prevalence is well documented and its penetration into senior organizational echelons and particular within certain industries that shield and even coddle its leaders and supervisors exhibiting such behavior has been previously described in both quantitative and qualitative research. While the majority of literature has focused on corporate psychopathy and leadership, considerably less analysis has focused on the follower experience of corporate psychopathy. The lived experience of corporate psychopathy has remained shrouded in silence, fear, and disassociation. Through the application of phenomenological methodology, the veil of secrecy surrounding the lived experience of corporate psychopathy is lifted revealing a torrent of deep emotional and even physical trauma, career derailment, and negative influence on important interpersonal relationships outside the workplace. Upon closer examination of the experiences of participants, findings point to organizational complicity, a refinement of typology of corporate psychopathic leaders, effective coping strategies, and subsequent follower transformational growth.
|Adviser||Greg A. Gull|
|Subjects||Management; Clinical psychology; Occupational psychology; Organizational behavior|
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