[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-46321-en":3,"doc-seo-46321-105":30,"detail-sidebar-cat-0-en-105":91},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":20,"is_deleted":4,"is_public":21,"is_downloadable":21,"audit_status":21,"page_count":22,"language":23,"language_code":24,"site_id":25,"html_lang":24,"table_of_contents":26,"faqs":27,"seo_title":13,"seo_description":14,"update_tm":28,"read_time":29},46321,1374391974585,"Genevieve","https://ap-avatar.wpscdn.com/davatar_276721f389ce27ea32af1340a28f341c",8,"Research & Report","Corporate Psychopathy: Talking the Walk","Explores corporate psychopathy and its implications for organizations and the broader society, highlighting how limited research stems from the difficulty of obtaining business cooperation for studies. Uses a sample of 203 corporate professionals in management development programs and applies PCL-R and PCL:SV measures alongside demographic and performance data. Results show higher prevalence of psychopathic traits than community samples, with factor-analytic and structural equation findings consistent with established models. Psychopathy correlates positively with charisma/presentation while relating negatively to responsibility and performance ratings.","Behavioral Sciences and the Law Behav. Sci. Law 28: 174–193 (2010)  \nPublished online 6 April 2010 in Wiley InterScience ([www.interscience.wiley.com) DOI: 10.1002/bsl.925](www.interscience.wiley.com) DOI: 10.1002/bsl.925)  \n\n| Corporate Psychopathy: Talking the Walk\u003Cbr>Paul Babiak, Ph.D.y, **, Craig S. Neumann, Ph.D.zand Robert D. Hare, Ph.D. *,§ |\n| --- |\n| There is a very large literature on the important role of psychopathy in the criminal justice system. We know much less about corporate psychopathy and its implications, in large part because of the difficulty in obtaining the active cooperation of business organizations. This has left us with only a few small-sample studies, anecdotes, and speculation. In this study, we had a unique opportunity to examine psychopathy and its correlates in a sample of 203 corporate professionals selected by their companies to participate in management development programs. The correlates included demographic and status variables, as well as in-house 3608 assessments and performance ratings. The prevalence of psychopathic traits—as measured by the Psychopathy Checklist—Revised (PCL-R) and a Psychopathy Checklist: Screening Version (PCL: SV)‘‘equivalent’’—was higher than that found in community samples. The results of confirmatory factor analysis (CFA) and structural equation modeling (SEM) indicated that the underlying latent structure of psychopathy in our corporate sample was consistent with that model found in community and offender studies. Psychopathy was positively associated with in-house ratings of charisma/presentation style (creativity, good strategic thinking and communication skills) but negatively associated with ratings of responsibility/performance (being a team player, management skills, and overall accomplishments) . Copyright \\# 2010 John Wiley & Sons, Ltd.\u003Cbr>‘‘Not all psychopaths are in prison. Some are in the Boardroom.’’ Hare, 2002\u003Cbr>The above statement was a casual response by Hare to a question asked at the end of a 2002 address to the Canadian Police Association meeting in St. John’s, Newfoundland and Labrador. The questioner turned out to be a journalist, and over the next few days the international media picked up his newspaper article, treating the statement as somewhat of a revelation. The media reports clearly reflected both the popular view that psychopathy equates to criminality and violence, and the public and media fascination with murder and mayhem, typically attributed to ‘‘psychopaths’’ or ‘‘sociopaths.’’Unfortunately, media headlines and popular television crime shows are often the only exposure the public gets to the concept of psychopathy, resulting in considerable misinformation and misunderstanding. This is also the case with business professionals, |\n\n*Correspondence to: Robert D. Hare, Ph.D., Department of Psychology, University of British Columbia, Vancouver, Canada, V6T 1Z4. E-mail: [rhare@interchange.ubc.ca](rhare@interchange.ubc.ca)  \n** Correspondence to: Paul Babiak, Ph.D., HRBackOffice, PO Box 292, Hopewell Junction, New York  \n12533-6800. E-mail: Babiak@HRBackOffi[ce.com](ce.com)  \n[y](yHRBackOf)[HRBackOf](yHRBackOf)fi[ce](ce).  \nzUniversity of North Texas.  \nxUniversity of British Columbia and Darkstone Research Group.  \nThe authors would like to thank the corporations and management personnel who made this research possible and Kylie Neufeld for her help in preparing this article.  \nCopyright \\# 2010 John Wiley & Sons, Ltd.  \nCorporate Psychopathy 175  \nwho see even less relevance of such portrayals to their daily interactions with coworkers. The problem is exacerbated by the paucity of research on the prevalence and implications of psychopathy for society in general, and by the heavy emphasis on research with offender and forensic psychiatric populations (where the base-rate for psychopathy is high and the information needed for reliable assessments is readily available) . In contrast, other than a few small-sample studies, anecdotes, and s","cbCaieuyQdw6H0qk","https://ap.wps.com/l/cbCaieuyQdw6H0qk","pdf",266009,2,1,20,"English","en",105,"# Introduction\n## Media misconceptions and the prison-boardroom gap\n## Research needs on fraud and corporate settings\n## Study design and measures\n## Key results and associations","[{\"question\":\"Why is research on corporate psychopathy considered limited?\",\"answer\":\"Because obtaining active cooperation from business organizations and their personnel for study participation is difficult. As a result, available evidence often consists of small-sample studies, anecdotes, and speculation.\"},{\"question\":\"How was psychopathy assessed in the corporate sample?\",\"answer\":\"Psychopathic traits were measured using the Psychopathy Checklist—Revised (PCL-R) and the Psychopathy Checklist: Screening Version (PCL: SV) “equivalent,” alongside demographic and status variables.\"},{\"question\":\"What associations did the study find between psychopathy traits and work-related ratings?\",\"answer\":\"Psychopathy was positively associated with in-house ratings of charisma/presentation style and negatively associated with ratings of responsibility/performance, including being a team player and overall accomplishments.\"}]",1783516870,50,{"code":4,"msg":31,"data":32},"ok",{"site_id":25,"language":24,"slug":33,"title":13,"keywords":34,"description":14,"schema_data":35,"social_meta":86,"head_meta":88,"extra_data":90,"updated_unix":28},"corporate-psychopathy-talking-the-walk","",{"@graph":36,"@context":85},[37,53,68],{"@type":38,"itemListElement":39},"BreadcrumbList",[40,44,47,50],{"item":41,"name":42,"@type":43,"position":21},"https://docshare.wps.com","Home","ListItem",{"item":45,"name":46,"@type":43,"position":20},"https://docshare.wps.com/document/","Document",{"item":48,"name":12,"@type":43,"position":49},"https://docshare.wps.com/document/research-report/",3,{"item":51,"name":13,"@type":43,"position":52},"https://docshare.wps.com/document/corporate-psychopathy-talking-the-walk/46321/",4,{"url":51,"name":13,"@type":54,"author":55,"headline":13,"publisher":57,"fileFormat":60,"inLanguage":24,"description":14,"dateModified":61,"datePublished":62,"encodingFormat":60,"isAccessibleForFree":63,"interactionStatistic":64},"DigitalDocument",{"name":9,"@type":56},"Person",{"url":41,"name":58,"@type":59},"DocShare","Organization","application/pdf","2026-07-15","2026-07-08",true,{"@type":65,"interactionType":66,"userInteractionCount":20},"InteractionCounter",{"@type":67},"ViewAction",{"@type":69,"mainEntity":70},"FAQPage",[71,77,81],{"name":72,"@type":73,"acceptedAnswer":74},"Why is research on corporate psychopathy considered limited?","Question",{"text":75,"@type":76},"Because obtaining active cooperation from business organizations and their personnel for study participation is difficult. 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