An interesting 2019 article by Tomas Chamorro-Premuzic (currently, Chief Innovation Officer of ManpowerGroup), discussed psychopaths and related traits in leadership roles.

These are selected notes from the article below.

* According a study dating back to 2010, there were at least three times as many psychopaths in executive or CEO roles than in the overall population.
But more recent data found it’s now a much higher figure: 20 percent.

* Spotting A Psychopath
Narcissism involves an unrealistic sense of grandiosity and superiority, manifested in the form of vanity, self-admiration and delusions of talent.
Main characteristics of narcissistic and toxic bosses:
1. They often crave validation and recognition from others.
2. They tend to be self-centered.
3. They have high levels of entitlement.

* As I highlight in my most recent book, “Why Do So Many Incompetent Men Become Leaders? (And How to Fix It),” many wildly celebrated character traits, such as courage and risk-taking, often coexist with psychopathic tendencies.

Finding The Balance
* To some degree, all successful entrepreneurs have problems with authority, which is why they are so eager to demolish the status quo and replace it with something else.
* So while a certain degree of nonconformity and unconventionality is needed to drive innovation and entrepreneurship, any leader will need to have a minimum level of integrity, empathy and altruism to be able to connect with and focus on the well-being of their teams, rather than on advancing their own personal agenda.
* It is this range of pro-social and ethical traits that can turn even contrarian and combative personalities into a catalyst for good in society: Replacing the status quo with a better version of progress.

Source:
1 in 5 business leaders may have psychopathic tendencies—here’s why, according to a psychology professor; cnbc.com; April 9, 2019; Tomas Chamorro-Premuzic

A March 2025 article in the IMD site from a clinical/organisational psychologist, Merete Wedell-Wedellsborg, covers perspectives on this complex topic.

Selected notes from the article below:

“What to do when those in positions of authority behave in ways that contradict widely accepted norms of civility, empathy, and ethical leadership.

The only path forward is to engage and maximize your influence by building enough power and clout to respond effectively and understand the psychology of omnipotent leaders.

* Omnipotent leaders see themselves as exempt from the norms of ethical or socially acceptable behavior due to a heightened sense of self-importance and entitlement. The mission (or rather their mission) justifies most, if not all, means to an end. Such leaders often exhibit moral licensing, believing past good deeds justify present transgressions. A tell-tale sign is excessive risk-taking and skirting formalities and rules of procedure.
* Omnipotence can also be understood within the broader framework of leadership overconfidence and hubris. The hubris syndrome is a condition wherein prolonged power and success lead to narcissistic tendencies, overconfidence, and diminished capacity for critical self-reflection.

Three key approaches can be employed while engaging with omnipotent leaders:
* Rather than challenging an omnipotent leader head-on, anchor your ideas as a natural plot in the leader’s vision, define yourself as a main character, and shape the narrative early. Whoever speaks early sets the stage.
* Frame feedback to omnipotent leaders that align or complement their self-image. Validate their leadership before steering the conversation toward constructive insights.
* Speed matters – shape the story before they do. Build rapport by finding even the smallest points of agreement. If escalation is inevitable, don’t go for it alone.

In a world where power dynamics are accelerating and all-powerful leaders set the tempo, the challenge is not simply to resist or comply but to navigate strategically and psychologically. “
—

What other approaches have worked for you?

Source: Three ways to deal with the almighty boss; Merete Wedell-Wedellsborg; 14 March 2025; I by IMD
Image Source: TungArt7, Pixabay

I’ve been following leadership frameworks over the years. Leadership frameworks are quite interesting to study because they tend to highlight the critical elements and expert thinking about effective leaders and leadership.

This new framework shared in IMD (Switzerland) seems to reinforce the fundamental elements and bring together nicely (with case examples).
According to the article, Patrick Flesner who developed this ‘Leadership House’ framework, has experiences in top-level sports, roles as a partner in prestigious German law firms, leadership position in a publicly traded company, partner in a venture capital fund and author. Probably, bit of the European context as well.

Selected Notes:
* The Leadership House is built on a solid foundation of trust. Trust provides a strong feeling of safety. In trusting relationships, it’s about the issue, not the person.
* A strong team is the first pillar. It’s about more than hiring the right people and putting them in the right roles.
* Having the right people has two dimensions: the first is functional fit and the second is cultural fit. A strong culture is a competitive advantage and separates the best teams from the rest.
* Purpose and vision are important but almost always intangible. It is vital to clarify what must be done to achieve your company’s vision and turn it into reality. We should invite team members to the goal-setting process and ask them about what they believe must be done to turn purpose and vision into reality. In this way, our team members will become the owners of the goals and do whatever possible to achieve them, which is psychologically very powerful.
* We must ask our teams to translate shared goals into “joint plans”. We must show what each team and its members must do (and, importantly, deliver in terms of results) so we achieve our shared goals. Joint plans are more granular and make execution possible.
* Team members are held accountable for both the tasks and the results they achieve. This is why it is so important that joint plans also show the results to be delivered.
* We can only hold team members accountable if we empower them.
* Without execution, there are no results; without results, there is no effective leadership. Execution is where leadership shifts from theory to practice, yet it’s often where leaders struggle the most. One of the key challenges is finding the right level of involvement – too much oversight risks micromanagement, stifling creativity and independence. Too little involvement leads to confusion and a lack of direction.
* No leader has all the answers, and that’s fine. Leadership isn’t about knowing everything but about creating the conditions for your team to find the answers together. In life and business, outcomes depend on external factors, and, often, a bit of luck. What we can influence and control is building a great team, setting it up for success, and working together toward shared goals.

Source:
I by IMD; The Leadership House: Building solid foundations for leadership and business success; Patrick Flesner; 18 November 2024