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Public entrepreneurship and sub-clinical psychopaths: a conceptual frame and implications

Public entrepreneurship and sub-clinical psychopaths: a conceptual frame and implications PurposeThis paper adapts research conducted on subclinical psychopaths in the private sector and applies it to the public sector to build a conceptual frame for further research on subclinical psychopaths in public organisations. General characteristics of entrepreneurs often run counter to democratic values, and are more often aligned with private sector values. Public managers who display one of the dark triad personalities, i.e., psychopathy, can pose a greater threat to democratic values and the state.Design/methodology/approachThe approach of this paper is theoretical with the aim of proposing a conceptual framework that utilizes Downs’ five types of officials governing bureaucracies, to illustrate a relationship between public entrepreneurs and subclinical psychopaths.FindingsThe conceptual framework presented in this paper suggests that psychopathic entrepreneurs can be identified within Downs’ bureaucratic framework specifically as climbers (due to inherent personality traits) and as zealots (heroic and altruistic behaviour for organisational causes, yet motivated by power, domination, and self-interest). The implications of psychopathic public managers who engage in entrepreneurial activities may be escalating public distrust, hostility, and dissatisfaction in government. Originality/valueThis theoretical paper adds to the growing body of criticism for public entrepreneurship by conceptualizing how psychopaths, as climbers and zealots, affect public trust in terms of accountability and democratic values. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Public entrepreneurship and sub-clinical psychopaths: a conceptual frame and implications

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References (126)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0951-3558
DOI
10.1108/IJPSM-01-2016-0011
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper adapts research conducted on subclinical psychopaths in the private sector and applies it to the public sector to build a conceptual frame for further research on subclinical psychopaths in public organisations. General characteristics of entrepreneurs often run counter to democratic values, and are more often aligned with private sector values. Public managers who display one of the dark triad personalities, i.e., psychopathy, can pose a greater threat to democratic values and the state.Design/methodology/approachThe approach of this paper is theoretical with the aim of proposing a conceptual framework that utilizes Downs’ five types of officials governing bureaucracies, to illustrate a relationship between public entrepreneurs and subclinical psychopaths.FindingsThe conceptual framework presented in this paper suggests that psychopathic entrepreneurs can be identified within Downs’ bureaucratic framework specifically as climbers (due to inherent personality traits) and as zealots (heroic and altruistic behaviour for organisational causes, yet motivated by power, domination, and self-interest). The implications of psychopathic public managers who engage in entrepreneurial activities may be escalating public distrust, hostility, and dissatisfaction in government. Originality/valueThis theoretical paper adds to the growing body of criticism for public entrepreneurship by conceptualizing how psychopaths, as climbers and zealots, affect public trust in terms of accountability and democratic values.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Aug 8, 2016

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