Latest news with #RenataSchoeman
IOL News
11-07-2025
- Health
- IOL News
How toxic leaders are impacting SA's workforce
Half also reported being concerned about their mental health, while a third took time off from work due to mental health challenges. A rising body of research is unearthing a troubling dynamic in corporate leadership: a concerning prevalence of narcissistic and psychopathic traits among those at the helm. This disturbing trend not only compromises organisational integrity but also adversely impacts the mental health and well-being of employees, creating an epidemic of workplace toxicity that is increasingly hard to ignore. Prof Renata Schoeman, Head of Healthcare Leadership at Stellenbosch Business School, highlights that certain personality traits typically associated with psychopaths—charm, fearless dominance, boldness, and a grandiose sense of self—are often seen as advantageous in the cutthroat world of business. Research indicates that while only about 1% of the general population meets the criteria for antisocial personality disorder, nearly 4% of business leaders may fit this profile, with CEO roles being the most common breeding ground for such traits. The consequences for employees are alarming. National studies have revealed that one-third of South African workers have left jobs due to toxic leadership. Moreover, over 40% of workplace illnesses are linked to stress, with one in four employees diagnosed with depression. Prof Schoeman states that while the situation appears dire, it is critical to differentiate between leaders who exhibit narcissistic or psychopathic tendencies and those who may simply be difficult bosses. 'Narcissists and psychopaths have distinct, clinically identifiable traits,' she asserts, emphasising the importance of accurate recognition to prevent wrongful labelling and conflict.
The Citizen
06-07-2025
- Health
- The Citizen
Not just a tough boss: How toxic leaders harm employee mental health
Evidence is highlighting a concerning trend: A higher prevalence of narcissistic and psychopathic traits among top leaders, and the consequences for employees can be dire. Prof Renata Schoeman, the head of healthcare leadership at Stellenbosch Business School, says many of the personality traits often associated with psychopaths are also traits that help people get ahead in business, such as charm, fearless dominance, boldness and a grandiose sense of self. It is estimated that up to 1% of the general population meets the criteria for antisocial personality disorder, yet almost 4% of business leaders may be psychopaths. The CEO level is the career with the highest proportion of psychopaths, second only to the prevalence of antisocial personality disorder among prison inmates (with a 15% prevalence). The impact on employees can be severe: In SA, a third of employees quit due to toxic leadership, nationwide studies reveal that work-related stress accounts for over 40% of workplace illnesses, and one in four South African employees has been diagnosed with depression. Schoeman says that although the research paints a bleak picture, it does not mean all leaders are psychopaths or narcissists. 'It's common for people to use these terms loosely, but we're not referring to challenging bosses here. Narcissists and psychopaths have distinct, clinically identifiable traits. Recognising these traits accurately is crucial, as misunderstanding can lead to wrongful labelling and conflict.' What are the signs? Narcissism: Grandiosity, entitlement, constant need for admiration, lack of empathy, arrogance and hypersensitivity to criticism. Psychopathy: Superficial charm, manipulative behaviours, lack of remorse or empathy, impulsivity and limited emotional depth. Schoeman says that these traits, although counterintuitive, are the very characteristics that can be advantageous for leaders and fit many conventional ideas of how 'leaders' behave, especially in high-stakes corporate environments. 'Narcissists and psychopaths can easily rise to the top. They have charm, they are fearless and risk-takers – all perceived to be strong leadership traits,' she says. 'Narcissists can be brilliant strategists, have the courage (and even audacity) to push through massive change and transition – despite the risks, and their compelling visions and skill in using their charisma to inspire, attract followers.' Schoeman says these 'rising stars' are masters of self-image, who will take the credit but deflect blame. 'Narcissistic leaders favour indirect strategies, such as withholding information impacting individual performance or isolating staff, while psychopaths rely on direct manipulation and bullying. 'The corporate narcissist will gather a group of co-dependent people around him or her to support and reinforce his or her behaviour. Although narcissists profess to be loyal to the organisation, they are often only committed to their own agenda, not company loyalty. They expect great dedication and may overwork others without any regard for the impact on their lives.' Schoeman says psychopathic characteristics on the other spectrum show towards aggressive behaviour, where dominance and strategic conquest triumph. Successful vs criminal psychopaths 'Despite their deceit, pathological lying, manipulativeness, indifference to the consequences of their behaviour, their lack of empathy, callousness, cynicism, impulsivity, irresponsibility, inflated self-appraisal, superficial charm and lack of remorse, some individuals with psychopathy are highly successful. 'What separates psychopaths who become criminals from psychopaths who succeed in business is that they differ in their level of conscientiousness. Successful psychopaths are less impulsive, negligent and irresponsible than the psychopaths who live a life of crime. 'However, this does not imply that successful psychopaths are always law-abiding citizens. They may just be better at avoiding being caught. Successful psychopaths tend to have more privileged backgrounds, higher IQs, and little risk of legal penalties when compared to their unsuccessful (criminal) counterparts. 'They are extremely efficient in using and manipulating communication networks to enhance their reputation, while discrediting others, and creating and maintaining conflicts and rivalries among colleagues. They are excellent at spreading disinformation while covering up their association with this false information, leading others to be 'blind' to their involvement. In effect, they are therefore innocent of manipulation.' Schoeman says that, as inspiring as these leaders can be at first, they create a damaging effect within an organisation. 'Their successes mask the long-term costs: Suppressed innovation, low morale, high attrition, reputational damage and eventually financial decline. Organisations need to be vigilant of these traits as they move through the corridors. By educating staff and ensuring clear HR strategies to manage incidents and support victims, we can rid companies of the toxic environments these leaders cause.' Safeguarding employees If you suspect a leader exhibits these traits, here are practical steps employees can take: Establish clear boundaries: Maintain professional distance and document interactions. Seek organisational support: Engage HR or use employee assistance programmes. Prioritise self-care: Ensure you have emotional and social support networks. Stay objective: Evaluate performance clearly, focusing on facts rather than emotions. If you're the leader: Reflect and act Self-awareness is powerful. If you recognise some of these traits in yourself, consider the following: Seek professional guidance: Psychological support can offer strategies for mitigating harmful traits. Solicit authentic feedback: Engage a trusted colleague or mentor to give honest input. Develop empathy and humility: Commit to leadership training that emphasises emotional intelligence and ethical leadership. Transparency and accountability: Create organisational checks and balances to mitigate risks associated with these traits. What organisations can do: Detect dark traits early with specific psychometric screening for senior roles that measure psychological behaviour. Encourage feedback with anonymous tip lines and exit interviews to help uncover toxic behaviours before they escalate. Emphasise fairness, transparency and open-door policies, diluting power to subtle manipulators. Support employee well-being by investing in wellness programmes, flexible work, mental healthcare access and relevant HR safeguards. Hold leaders accountable with clear consequences for abusive behaviour, with clear protocols and HR and legal interventions. Schoeman says leadership carries great responsibility. 'Recognising and addressing problematic traits like narcissism and psychopathy not only safeguards organisational health but also cultivates a culture of psychological safety and ethical integrity – ultimately promoting mental well-being and productivity.' According to Schoeman, personality disorders in leadership aren't just clinical curiosities. 'They have tangible and destructive impacts on organisational culture and employee well-being. Recognising, intervening, and realigning is not optional – it's crucial for sustainable, mentally healthy workplaces.' Breaking news at your fingertips… Follow Caxton Network News on Facebook and join our WhatsApp channel. Nuus wat saakmaak. Volg Caxton Netwerk-nuus op Facebook en sluit aan by ons WhatsApp-kanaal. Read original story on At Caxton, we employ humans to generate daily fresh news, not AI intervention. Happy reading!
eNCA
04-07-2025
- Health
- eNCA
Toxic leaders impacting SA workforce
CAPE TOWN - Overwhelming evidence shows how toxic leaders negatively impact the South African workforce. READ: Working life report | More than half of employees have mental health conditions Some people have left secure employment due to the untenable relations with their boss due to work-related stress. Professor Renata Schoeman the Head of Healthcare Leadership at Stellenbosch Business School discussed the situation with eNCA.
News24
01-07-2025
- Health
- News24
Is your boss a corporate narcissist? Here are the warning signs
Your boss has the power to significantly influence your career trajectory, for better or worse. But how can you discern whether you're facing a situation that can be resolved or if you're dealing with a corporate narcissist? Industry experts share their insights. Prof Renata Schoeman, Head of Healthcare Leadership at Stellenbosch Business School says many of the personality traits characteristic of psychopaths are also traits that help people get ahead in business, such as charm, fearless dominance, boldness and a grandiose sense of self. It is estimated that up to 1% of the general population meets the criteria for antisocial personality disorder, yet, almost 4% percent of business leaders may be psychopaths. The CEO level is the career with the highest proportion of psychopaths, second only to the prevalence of antisocial personality disorder amongst prison inmates (with a 15% prevalence). In SA, a third of employees quit due to toxic leadership, nationwide studies reveal that work-related stress accounts for over 40% of workplace illnesses, and 1 in 4 South African employees has been diagnosed with depression. Prof Schoeman says that although the research paints a bleak picture, it does not mean all leaders are psychopaths or narcissists. 'It's common for people to use these terms loosely but we're not referring to challenging bosses here. Narcissists and psychopaths have distinct, clinically identifiable traits. Recognising these traits accurately is crucial, as misunderstanding can lead to wrongful labelling and conflict.' What are the signs? Narcissism: Grandiosity, entitlement, constant need for admiration, lack of empathy, arrogance and hypersensitivity to criticism. Psychopathy: Superficial charm, manipulative behaviours, lack of remorse or empathy, impulsivity and shallow affect. 'Narcissists and psychopaths can easily rise to the top. They have charm, they are fearless and risk-takers – all perceived to be strong leadership traits,' she says. 'Narcissists can be brilliant strategists, have the courage (and even audacity) to push through massive change and transition – despite the risks, and their compelling visions and skill in using their charisma to inspire, attract followers.' 'Narcissistic leaders favour indirect strategies such as withholding information impacting individual performance or isolating staff, while psychopaths rely on direct manipulation and bullying.' Read more | How companies are failing their introverted employees, according to experts 'The corporate narcissist will gather a group of co-dependent people around him or her to support and reinforce his or her behaviour. Although narcissists profess to be loyal to the organisation they are often only committed to their own agenda – not company loyalty. They expect great dedication and may overwork others without any regard for the impact on their lives.' Prof Schoeman says psychopathic characteristics on the other spectrum show towards aggressive behaviour where dominance and strategic conquest triumph. 'What separates psychopaths who become criminals from psychopaths who succeed in business is that they differ in their level of conscientiousness. Successful psychopaths are less impulsive, negligent and irresponsible than the psychopaths who live a life of crime. However, this does not imply that successful psychopaths are always law-abiding citizens - they may just be better at avoiding being caught. Successful psychopaths tend to have more privileged backgrounds, higher IQ, and little risk of legal penalties when compared to their unsuccessful (criminal) counterparts.' 'They are extremely efficient in using and manipulating communication networks to enhance their own reputation, while discrediting others, and creating and maintaining conflicts and rivalries amongst colleagues. They are excellent in spreading disinformation, while covering up their own association with this false information leading others to be 'blind' to their involvement. In effect they are therefore innocent of manipulation. Prof Schoeman says that, as inspiring as these leaders can be at first, they do create a damaging effect within an organisation. Safeguarding employees If you suspect a leader exhibits these traits, here are practical steps employees can take: • Establish clear boundaries: Maintain professional distance and document interactions clearly. • Seek organisational support: Engage HR or utilise employee assistance programs. • Prioritise self-care: Ensure you have emotional and social support networks. • Stay objective: Evaluate performance clearly, focusing on facts rather than emotions. If You're the Leader: Reflect and Act Self-awareness is powerful. If you recognise some of these traits in yourself, consider the following: • Seek professional guidance: Psychological support can offer strategies for mitigating harmful traits. • Solicit authentic feedback: Engage a trusted colleague or mentor to give honest input. • Develop empathy and humility: Commit to leadership training that emphasises emotional intelligence and ethical leadership. • Transparency and accountability: Create organisational checks and balances to mitigate risks associated with these traits. What organisations can do: • Detect dark traits early with specific psychometric screening for senior roles that measure psychological behaviour • Encourage feedback with anonymous tip-lines and exit interviews to help uncover toxic behaviours before they escalate • Emphasise fairness, transparency, and open-door policies, diluting power to subtle manipulators. • Support employee well-being by investing in wellness programs, flexible work, mental healthcare access and relevant HR safeguards. • Hold leaders accountable with clear consequences for abusive behaviour with clear protocols and HR and legal interventions
The Citizen
30-06-2025
- Health
- The Citizen
Corporate Mental Health Week: Is your boss a narcissist or a psychopath?
It is not just bad leadership, it is psychological harm dressed in a suit and tie. Critics argue that more and more people around the world in leadership positions are narcissistic, obsessed with control, and lack empathy. Some even show signs of being psychopathic, using charm and manipulation to climb to the top, no matter who they hurt along the way. While these leaders often appear confident and capable, they create fear, confusion, and chaos. Their need for constant praise, their refusal to listen, and their harsh treatment of others damage more than just workplace morale. Constant pressure, belittling, and emotional abuse from these toxic leaders result in the suffering of employees. It is not just bad leadership, it is psychological harm dressed in a suit and tie. To kick off Corporate Mental Health Week, 1-5 July, Professor Renata Schoeman, head of Healthcare Leadership at Stellenbosch Business School, shares signs of toxic bosses, their impact and how to deal with them. ALSO READ: Can a company to be held liable for employee's suicide? Signs of toxic bosses She says narcissism and psychopathy traits are characteristics that can be advantageous for leaders and fit many conventional ideas of how 'leaders' behave, especially in high-stakes corporate environments. 'Narcissists and psychopaths can easily rise to the top. They have charm, they are fearless and risk-takers, all perceived to be strong leadership traits.' Narcissists often push through massive change and transition; they are masters of self-image, taking credit while deflecting blame. How narcissists become toxic bosses Schoeman adds that the corporate narcissist will gather a group of co-dependent people around him or her to support and reinforce his or her behaviour. 'Although narcissists profess to be loyal to the organisation, they are often only committed to their own agenda, not to the company's loyalty. They expect great dedication and may overwork others without any regard for the impact on their lives.' Psychopathic characteristics show towards aggressive behaviour, where dominance and strategic conquest triumph. 'Despite their deceit, pathological lying, manipulativeness, indifference to the consequences of their behaviour, their lack of empathy, callousness, cynicism, impulsivity, irresponsibility, inflated self-appraisal, superficial charm and lack of remorse, some individuals with psychopathy are highly successful.' Psychopaths in business vs psychopaths in crime She says what separates psychopaths who become criminals from psychopaths who succeed in business is that they differ in their level of conscientiousness. 'Successful psychopaths are less impulsive, negligent, and irresponsible than the psychopaths who live a life of crime. 'However, this does not imply that successful psychopaths are always law-abiding citizens; they may just be better at avoiding being caught. Successful psychopaths tend to have more privileged backgrounds, higher IQ, and little risk of legal penalties when compared to their unsuccessful (criminal) counterparts.' ALSO READ: Warning to employers: Lack of mental health protocols could land you in hot waters Safeguarding employees Schoeman offers practical steps employees can take when dealing with a boss who exhibits either narcissistic or psychopathic traits: Establish clear boundaries: Maintain professional distance and document interactions clearly. Seek organisational support: Engage HR or utilise employee assistance programs. Engage HR or utilise employee assistance programs. Prioritise self-care: Ensure you have emotional and social support networks. Ensure you have emotional and social support networks. Stay objective: Evaluate performance clearly, focusing on facts rather than emotions. Seek help as a toxic boss She says if you are a boss, it is time to pause and reflect on whether you show signs of a narcissist or psychopath. 'Self-awareness is powerful.' Seek professional guidance: Psychological support can offer strategies for mitigating harmful traits. Psychological support can offer strategies for mitigating harmful traits. Solicit authentic feedback: Engage a trusted colleague or mentor to give honest input. Engage a trusted colleague or mentor to give honest input. Develop empathy and humility: Commit to leadership training that emphasises emotional intelligence and ethical leadership. Commit to leadership training that emphasises emotional intelligence and ethical leadership. Transparency and accountability: Create organisational checks and balances to mitigate risks associated with these traits. What companies can do Detect dark traits early with specific psychometric screening for senior roles that measure psychological behaviour Encourage feedback with anonymous tip lines and exit interviews to help uncover toxic behaviours before they escalate Emphasise fairness, transparency, and open-door policies, diluting power to subtle manipulators. Support employee wellbeing by investing in wellness programs, flexible work, mental healthcare access and relevant HR safeguards. Hold leaders accountable with clear consequences for abusive behaviour, with clear protocols, and HR and legal interventions 'Leadership carries great responsibility. Recognising and addressing problematic traits like narcissism and psychopathy not only safeguards organisational health but also cultivates a culture of psychological safety and ethical integrity — ultimately promoting mental well-being and productivity.' NOW READ: Can you get fired for being racist? Here is what employers and employees need to know
