Corporate Psychopath and its Impact on Business Growth: An Exploration of Characteristics, Relationships, and Legal Considerations in the Indian Context

In the emergence of growing technology and innovation around the world , the growth of businesses and Start-ups are on rise . Globally at present 4.4 million businesses are started every year and there are over 150 million startups in the world. India has emerged as the 3rd largest ecosystem for startups globally with over 1,12,718 DPIIT-recognized startups , As many as 167,076 companies were set up in FY22, a 7.5% increase. The tussle to be on top and make the business profitable and have as much market reach as possible is becoming the sole hunt of companies and startups. Every Growth has its own downfalls and the downfall of it is the emergence of Corporate Psychopaths who hold the capacity to stay in the cover and do and make others do what they want, several researchers have named them as chemo liens that mold things under cover for fulfilling their aim and desires and understanding the legal implications. The research aims to shed light on the growth of corporate psychopath in India with the help of established research classifying characteristics of Corporate Psychopaths .Further to classify and differentiate Sociopaths, Narcissist and Antisocial personalities with corporate psychopaths and the ways to identify them. Understand the relationship of Psychopaths and Corporate Psychopaths . The research further shows the emergence of corporate psychopath by taking few examples of people who have shown the characteristics of being corporate psychopaths in India and abroad threw Doctrinal Research Methodology.


The Reasons for Sky Rise of Corporate Psychopath
The corporate psychopath theory posits that individuals with psychopathic traits can ascend to positions of power within corporate organizations due to shifts in the corporate landscape.Changes such as increased personnel turnover and the decline of stable, lifelong employment make it easier for employees with ruthless personalities to go unnoticed by colleagues and superiors (Babiak and Hare 2006).
Organizational streamlining, downsizing, mergers, restructuring, and globalization contribute to employees having only superficial knowledge of each other.Consequently, the superficially charming psychopath, adept at lying about their past, appropriating others' successes, and manipulating managers, becomes an ideal colleague and leader, leading to more frequent promotions (Boddy 2011a).
While empirical support for this phenomenon is limited, existing evidence suggests a higher prevalence of psychopathy at senior organizational levels, estimated to be around 3.5%, compared to the general population rate of 1% (Babiak et al. 2010).
The observation that corporate psychopaths are more commonly found in senior management roles than at junior levels (Babiak and Hare 2006; Andrews et al. 2009; Babiak et al. 2010) underscores the governance aspect of responsible leadership.The appointment of psychopathic individuals as leaders becomes a corporate governance concern.
Moreover, specific sectors, such as those dealing with wealth and power, are believed to attract psychopaths more than others focused on voluntary assistance.This concentration of psychopaths in certain economic sectors, like corporate banking, highlights potential sector-specific implications (Boddy 2011b). 1

Corporate Psychopath Evolution
The adaptation of psychopath into the subclinical realm is not a recent development.In 1941, H. M. Cleckley (1988) authored the classic monograph "Mask of Sanity," outlining diagnostic criteria for psychopath and proposing an etiological model for the disorder.Cleckley's work acknowledged incomplete manifestations or symptoms of psychopath, illustrating cases of individuals who, despite psychopathic tendencies, succeeded in various societal roles, such as businessmen, scientists, physicians, and psychiatrists.Cleckley viewed these "successful" cases as alternative expressions of the same underlying pathology, suggesting that the ability to function within society indicated a subclinical condition (Patrick,  2006). 2 The interest in "corporate psychopaths" or psychopathic individuals functioning in the workplace gained momentum after the publication of Paul Babiak and Robert Hare's 2003 book, "Snakes in Suits: When Psychopaths go to Work."Corporate psychopaths, also known as executive, industrial, or organizational psychopaths, are defined as individuals working within an organizational setting who exhibit subclinical manifestations of psychopathic traits.Unlike psychopaths who have faced legal or mental health consequences, corporate psychopaths are more prone to engaging in manipulative and antisocial behavior (Gudmundsson & Southey, 2011; Boddy, 2011). 3 1 (abiak P. ) 2  (Aupperle, 1983)  3 (Boddy C. R., 'The Origins of Corporate Psy-chopaths: A Review of the Literature', 2007) These organizational psychopaths can be immensely detrimental to the organizations they are part of, potentially involved in various legal breaches, including accounting fraud and stock manipulation.Despite their destructive behavior, they can skillfully present themselves as desirable employees, easily securing managerial positions.Unconstrained by conscience, they adeptly charm, lie, and manipulate their supervisors and colleagues to ascend organizational hierarchies, driven by a pursuit of power, wealth, and status (Boddy, 2006; Babiak & Hare, 2006; Boddy, 2010).Recent studies also highlight their poor managerial skills, negatively impacting organizational effectiveness and productivity (Babiak, 2007; Boddy,  2011).The consequences of industrial psychopathic behavior, particularly in managerial roles, are severe both financially for organizations and emotionally for their coworkers and subordinates.Thus, understanding this dark side of leadership becomes crucial (Gudmundsson & Southey, 2011). 4

Classification and Differentiation Psychopaths
The downfall of a company not only captures headlines but also brings about significant economic repercussions and job losses, impacting both the organization and individuals.Corporate failures often result in substantial environmental harm, presenting challenges for disposal and enduring ecological consequences.While diverse factors contribute to these collapses, a notable proportion can be linked to predictable outcomes, stemming not only from poor management and failed investments but also from leadership exhibiting psychopathic traits.Psychopath, a neuropsychiatric condition marked by a lack of emotions and empathy, tends to result in compromised behavioral control and antisocial tendencies, commonly associated with criminal behavior.Individuals identified as psychopaths are known for their minimal or absent conscience, yet they can adapt to social norms when it aligns with their interests.Although psychopath is a well-established clinical and scientific concept essential for understanding consistent antisocial behavior, it's crucial to note that an official diagnosis of psychopath is currently not technically feasible. 9n the words of Robert D. Hare (1993), psychopaths are social predators who charm, manipulate, and ruthlessly navigate through life, leaving behind a trail of broken hearts, shattered expectations, and depleted wallets.Completely devoid of conscience and empathy for others, they selfishly seize what they desire, violating social norms and expectations without a hint of guilt or remorse.10 The DSM Method and Psychopaths Despite this, psychopath remains a term widely used by scientists, and reliable screening instruments exist to assess it.Scientists use these tools to guide treatments aimed at improving symptoms associated with psychopath.

The Present Diagnosis for Psychopaths -The Psychopath Checklist-revised
The Psychopath Checklist, also known as the Hare Psychopath Checklist-Revised (PCL-R), now referred to as the Psychopath Checklist-revised, is a tool widely employed in psychological assessments to evaluate the presence and degree of psychopathic traits in individuals, especially those within the criminal justice system. 11he Psychopath Checklist, or Hare Psychopath Checklist-Revised (PCL-R), is a widely utilized psychological assessment tool developed by Canadian psychologist Robert D. Hare in the 1970s.It evaluates psychopathic traits in individuals, particularly those within the criminal justice system, distinguishing them from those with antisocial personality disorder.
The checklist comprises 20 items assessing personality traits and behaviors, such as charm, charisma, and lack of empathy.Administered through semi-structured interviews and collateral information review, it aims to identify psychopath-associated traits.

Narcissistic personality disorder (NPD)
Narcissistic Personality Disorder (NPD) is a mental health condition characterized by a persistent pattern of exaggerated self-importance, an intense need for admiration, and a diminished capacity to comprehend the emotions of others.This disorder is classified within the broader spectrum of personality disorders and is often linked with other mental health challenges, resulting in substantial functional difficulties and limitations in psychosocial functioning.
As delineated in the Diagnostic and Statistical Manual of Mental Disorders, Fifth Edition (DSM-5), the criteria for diagnosing NPD require the presence of a minimum of five of the nine characteristics. 14arcissistic Personality Disorder is grouped as a cluster B personality disorder in the DSM-5, alongside other disorders characterized by dramatic, emotional, or erratic behavioral patterns.This condition manifests as a lifelong inclination toward self-centered traits, an unquenchable desire for admiration, and a compromised ability to empathize with others' emotions.15

Difference Between Narcissist Personality and Psychopaths
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Antisocial personality disorder (ASPD or APD)
Antisocial Personality Disorder (ASPD or APD) is identified as a personality disorder characterized by a reduced capacity for empathy and a persistent pattern of neglect or violation of others' rights.Key symptoms encompass impulsivity, reckless behavior (including substance abuse), a lack of remorse following harm to others, deceitfulness, irresponsibility, and aggressive conduct.Onset of ASPD symptoms is required to occur before the age of 15 for an official diagnosis. 17ntisocial behaviors typically initiate before the age of 8, and nearly 80% of ASPD cases show initial symptoms by the age of 11.The prevalence of ASPD is highest among individuals aged 24 to 44, declining in those aged 45 to 64.Additionally, ASPD is more commonly observed in males than females.In the United States, the estimated rate of antisocial personality disorder in the general population ranges from 1% to 4%.
The primary text of the fifth edition of the Diagnostic and Statistical Manual of Mental Disorders (DSM-5) outlines the definition of antisocial personality.18

Symptoms of ASPD :
Difference between ASPD and Psychopaths 20

Sociopaths
Sociopath is a synonym for antisocial personality disorder.Dr. Coulter explains that it is a mental health disorder characterized by persistent challenges in conforming to social norms.What sets sociopath apart is its chronic nature, distinguishing it from episodic mental health conditions such as depression, panic attacks, or bipolar disorder. 21e terms are used interchangeably in many contexts, although the Diagnostic and Statistical Manual of Mental Disorders (DSM-5) officially uses the term Antisocial Personality Disorder.Individuals with ASPD, or colloquially referred to as sociopaths, typically exhibit traits such as a disregard for the rights of others, impulsivity, deceitfulness, lack of remorse after harming others, and engaging in antisocial behaviors. 22 Email: editor@ijfmr.comIJFMR230610638 Volume 5, Issue 6, November-December 2023 12 Symptoms of Sociopaths :

Difference between Sociopaths and Psychopath
Features of Corporate Psychopaths 1.Corporate Psychopaths is predictive of counterproductive work behavior.2. differences between male and female behavioral reactions in the form of counterproductive work behavior and employee affective well-being, to the presence of Corporate Psychopaths in management.3. The presence of a corporate psychopath is the biggest reason for Conflict and Bullying .Where conflict is referred to as counterproductive behavior to sabotage and emergence of deviance and 4. Greater the power they will have , greater the risk of destruction . 5. Shows Leader lessens in the beginning 6. Denial of any aim , role or voice to the employs 7. unsure of who's position is what 8. Disillusionment set in and staff absenteeism increased from being a single monthly occurrence to a multiple daily occurrence 9. Most staff leaves the company within 2 years of appointment of a Corporate Psychopath.10. cause it illustrates the effects of psychopathic leadership.It is also the first indication that the tactics employed by corporate psychopaths may change over time and that once their initial objectives of submission and control through fear have been achieved, then less bullying and intimidation are needed.11.Corporate psychopaths are reported to be parasitic in that they feed off the good work of others. 232.Corporate Psychopaths are only interested in self-gratification a not in the longer-term success of the organizations in which they work (Clarke, 13.They are interested in running corporations for the power, money, and prestige that they crave and are self-interested to the exclusion of others and are indifferent to the fate of the organizations they work for or of their fellow employ 14. a barrier to Corporate Social Responsibilities and to organizational commitment to employ.

The corporate Psychopath is amoral to all the moral responsibilities that the individual and as a part of
Organization She/he is Supposed be off. 246.Dissatisfaction among employees due to under appreciation, neglect and not rewarded for their work.17. effects on bullying, conflict at work, morale, job satisfaction, organizational effectiveness, fraud, organizational misrepresentation, organizational success, and corporate longevity (Boddy, 2006) 18.Under their leadership ethical Responsibility gets at stake.19.Under their leadership there is ruthless political leadership .20.They as are more likely to fraud causes financial crisis in the organization .21.Corporate psychopaths at the top of corporate entities, because of their aberrant, self-centered 22. Machiavellian personalities and priorities, will act in their own short-term interests rather than in the longer-term interests of their children, their employees and colleagues, society, the environment or the future of humanity.25

Examples of Corporate Psychopath Around the Globe
According to a survey conducted two years ago in the UK by British psychologist Kevin Dutton, it was found that the most attractive role for psychopaths is the role of the CEO.In second place were lawyers, and in third place were TV and radio people.
Elizabeth Holmes, the founder of Theranos, exhibits characteristics similar to corporate psychopaths.Described as a pathological liar with an unrelenting drive to achieve her goals, Holmes shares traits with individuals characterized by a lack of conscience and anti-social behavior.Her desire to emulate Steve Jobs and pursuit of power align her with corporate psychopaths who are often social chameleons, adept at concealing ruthlessness behind personal charm.Holmes successfully charmed investors, manipulating her way to the top and leaving a trail of disappointed individuals and financial losses.
Organizations led by psychopathic individuals, Such as Lay's Enron, Dunlap's Sunbeam, Ebbers's WorldCom, and Madoff's investment firm, face inevitable failure and bankruptcy.In such psychopathically led entities, the adverse outcomes extend beyond financial collapse, impacting investors, pension funds, and other stakeholders who suffer significant impoverishment.The insatiable self-interest, deceit, and lack of empathy characteristic of corporate psychopaths contribute to the downfall of these organizations, leaving a trail of severe economic consequences.This pattern underscores the imperative of addressing psychopath in leadership positions to safeguard the interests of investors and stakeholders and mitigate the devastating effects of corporate psychopath-led enterprises on financial stability.
A Study in Australia -In collaboration with Dr. Katarina Fritzon from Bond University and Dr. Simon Croom from the University of San Diego, Mr. Brooks investigated psychopathic traits within the business sector.A study involving 261 corporate professionals in supply chain management revealed a remarkably high prevalence of psychopathy, as 21% of participants exhibited clinically significant levels of psychopathic traits.This percentage closely resembled rates observed in prison populations. 26

India and Corporate Psychopath The Role of Startups
CEOs with a psychopathic personality structure may attract investors due to perceptions that they make rational, calculated decisions.Psychopaths excel at telling people what they want to hear and manipulating situations to their advantage.They possess grandiose self-worth, overestimating their abilities and viewing themselves as superior.A study at the University of California found that hedge fund managers exhibiting traits of the "dark triad" (narcissism, psychopathy, and Machiavellianism) were more likely to persuade others to invest in their companies, as investors believed in their ability to lead the companies successfully.27 The Founders showing traits of Psychopaths The recent turmoil surrounding BharatPe co-founder Ashneer Grover has thrust the culture within Indian startups into the spotlight, prompting discussions about the emergence of 'psychopath CEOs.'The controversy unfolded when a purportedly abusive call made by Grover to a bank official surfaced on social media, leading to his subsequent leave from the role of managing director at BharatPe.As the situation deepened, allegations of a toxic work culture and financial irregularities at the fintech firm came to light, accompanied by reports of Grover contemplating an exit.
Corporate veteran R Gopalakrishnan, with almost five decades of leadership experience, asserts that accusations of a toxic work culture are frequently associated with companies led by what he terms a 'psychopath CEO.' Gopalakrishnan, who has held prominent positions such as chairman of Unilever Arabia, MD of Brooke Bond Lipton, and director at Tata Sons, draws attention to the correlation between leadership behavior and organizational dynamics.The term 'psychopath CEO' denotes leaders exhibiting manipulative, narcissistic, and callous traits, contributing to an unhealthy workplace environment.
The unfolding events at BharatPe underscore the critical importance of nurturing a positive and ethical workplace culture.The controversy raises broader questions about corporate governance, ethical standards, and the repercussions of leadership styles on overall organizational health, particularly within the dynamic landscape of Indian startups.
The episode serves as a catalyst for introspection within the startup ecosystem, emphasizing the need for transparent, accountable, and responsible leadership to ensure the long-term success and sustainability of emerging ventures. 28 The Way Forward

Conclusion
In the present Business and Startup have marked by rapid growth and innovation, the prevalence of corporate psychopath cannot be overlooked.Numerous studies, including those in Australia by researchers like Therons, have highlighted the impact of corporate psychopaths on organizations.As this concept gains visibility globally, including in India's boosting startup ecosystem, it is our requirement to explore its impacts.
With millions of businesses emerging annually and India ranking as the third-largest startup ecosystem, the pursuit of success intensifies.However, this growth has its pitfalls, one of which is the emergence of corporate psychopaths actions in the shadows.Termed as "chemo liens" by some researchers, these individuals manipulate circumstances covertly to fulfill their personal aims, emphasizing the need to comprehend the associated legal implications.
This research aims at the growth of corporate psychopath in India, describing their distinctive characteristics.It delves into the classification and differentiation of sociopaths, narcissists, and antisocial personalities from corporate psychopaths, offering insights into identification.By examining instances of individuals exhibiting corporate psychopathic traits through Doctrinal Research Methodology, the study provides a comprehensive view.
As a way forward, the research advocates for corporate consciousness, urging businesses to decide between rapid unethically questionable growth and sustainable development.It emphasizes the importance of fostering a safe work culture, hiring practices by the Human Resource teams, and the establishment of stringent provisions and penalties for individuals deviating from ethical norms.This holistic approach aims to pave the way for an organizational landscape that prioritizes ethical growth and employee well-being.

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Psychopaths constitute approximately 1% of the population, characterized by a lack of conscience and a predatory, parasitic approach to life (Coid et al. 2009; Stout 2005).This trait is linked to differences in brain functionality, particularly dysfunction in the amygdala, a region regulating emotions (Anderson and Kiehl 2012; Fallon 2013; Weber et al. 2008; Blair 2008).Corporate psychopaths are individuals with psychopathic tendencies who successfully navigate societal structures, often found within corporate settings (Boddy 2006; Smith et al. 2014).These corporate psychopaths are depicted as highly career-oriented yet ruthless, unethical, and exploitative employees (Chiaburu et al. 2013; Stevens et al. 2012).Estimates suggest that while around 1% of junior employees may exhibit corporate psychopathic traits, this incidence rises to approximately 3.5% at senior organizational levels (Babiak et al. 2010), assuming a normal distribution of psychopaths in society. 5

12 Relationship Between Psychopaths and Corporate Psychopath 13
Originally created for psychology experiments, the checklist reflects Hare's work with offenders, influenced by psychiatrist Hervey M. Cleckley's clinical profile.It is designed to be administered by qualified professionals under controlled conditions, emphasizing the potential consequences of an individual's score.The checklist's current version includes two factors correlated with each other, predicting risk of criminal re-offense and rehabilitation likelihood.