Purpose – Organisations sometimes select and promote the wrong individuals for managerial positions. These individuals may be incompetent, they may be manipulators and bullies. They are not the best people for the job and yet not only are they selected for positions of authority and responsibility, they are sometimes promoted repeatedly until their kind populate the highest levels of the organisational hierarchy. The purpose of this paper is to address this phenomenon by attempting to explain why it occurs and why organisational members tolerate such destructive practices. It concludes by proposing a cultural strategy to protect the organisation and its stakeholders from the ambitious machinations of the organisational sociopath. Design/methodology/approach – The authors develop an explanatory framework by attempting to combine elements of the theory of memetics with structuration theory. Memetic theory helps to analyse culture and communication of beliefs, ideas, and thoughts. Structuration theory can be used to identify motives and drives. A combination of these theoretical approaches can be used to identify the motives of organisational sociopaths. Such a tool is also useful for exploring the high level of organisation tolerance for sociopathic managers. Findings – Organisational tolerance and acceptance for sociopathic managerial behaviour appears to be a consequence of cultural and structural complexity. While this has been known for some time, few authors have posited an adequate range of explanations and solutions to protect stakeholders and prevent the sociopath from exploiting organisational weaknesses. Reduction of cultural and structural complexity may provide a partial solution. Transparency, communication of strong ethical values, promotion based on performance, directed cooperation, and rewards that reinforce high performing and acceptable behaviour are all necessary to protect against individuals with sociopathic tendencies. Originality/value – The authors provide a new cultural diagnostic tool by combining elements of memetic theory with elements of structuration theory. The subsequent framework can be used to protect organisations from becoming the unwitting victims of sociopaths seeking to realise and fulfil their needs and ambitions through a managerial career path.
Society and Business Review – Emerald Publishing
Published: Oct 9, 2007
Keywords: Employee behaviour; Managers; Promotion; Organizational culture
It’s your single place to instantly
discover and read the research
that matters to you.
Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.
All for just $49/month
Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly
Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.
Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.
Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.
All the latest content is available, no embargo periods.
“Hi guys, I cannot tell you how much I love this resource. Incredible. I really believe you've hit the nail on the head with this site in regards to solving the research-purchase issue.”Daniel C.
“Whoa! It’s like Spotify but for academic articles.”@Phil_Robichaud
“I must say, @deepdyve is a fabulous solution to the independent researcher's problem of #access to #information.”@deepthiw
“My last article couldn't be possible without the platform @deepdyve that makes journal papers cheaper.”@JoseServera