Research shows a growing number of senior executives are displaying traits linked to narcissism and psychopathy, raising questions about how leadership styles may be contributing to mental health challenges on the job.
Professor Renata Schoeman, who heads the Healthcare Leadership programme at Stellenbosch Business School, says while some of these traits,like boldness or charm, can initially appear as strengths, they can become destructive if not kept in check.
“Without empathy, accountability, or concern for others, those traits can turn toxic,” she explained. “The result is often a breakdown in trust, increased staff turnover, and a decline in overall morale and productivity.”
Schoeman pointed out that toxic leadership isn’t always obvious at first. In some cases, leaders who appear visionary and driven may later reveal more harmful behaviour, such as manipulation, bullying, or an unwillingness to accept feedback. She warned that such environments often discourage transparency, foster fear, and increase burnout among staff.
While being demanding or assertive doesn’t necessarily make someone toxic, Schoeman stressed that true narcissistic or psychopathic traits go much deeper. “We should avoid throwing these labels around too loosely, but when someone shows a lack of empathy, uses others for personal gain, and refuses to take responsibility for harm, that’s when there’s a serious problem,” she said.
In SA, the consequences are already visible. National surveys suggest that nearly a third of workers have left jobs because of toxic leadership. Work-related stress, much of it linked to poor management, accounts for over 40% of illnesses in the workplace. Mental health challenges are widespread, with one in four employees having received a diagnosis for depression.
Schoeman advised companies to watch out for early warning signs. These might include increased absenteeism, frequent resignations, a drop in creativity, or reputational damage. She recommended organisations use proper screening tools during recruitment for senior positions and create systems that encourage honest feedback, such as anonymous reporting lines and thorough exit interviews.
“Don’t centralise power too heavily. Create space for accountability,” she said. “It’s also important to build a culture where fairness, openness and well-being are taken seriously.”
On the individual level, she said leaders who are willing to reflect and take responsibility for their actions can still make changes. “The first step is self-awareness and the willingness to change. It’s not easy, especially for those who struggle to see fault in themselves. But with the right support, including therapy or coaching, it’s possible to develop emotional intelligence and shift towards healthier ways of leading.”
--ChannelAfrica--
