The Wolves in Our Boardrooms: Why Leadership Traits Matter for Inclusive Culture

When we think of psychopathy or sociopathy, most of us picture villains in movies — Hannibal Lecter, Tony Montana, maybe even the occasional Bond baddie. But here’s the uncomfortable truth: in the world of organisations, charities, and leadership, these traits are far more common than we realise.

Studies suggest that while about 1% of the general population shows psychopathic traits, up to 21% of senior leaders and CEOs fall into this category. That’s not a typo. The higher echelons of power often attract people who are charming, decisive, fearless — and emotionally detached.

So why should this matter to charities, nonprofits, or any organisation striving for inclusion?

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Charm Isn’t Enough

Leaders with psychopathic traits can be magnetic. They’re persuasive, confident, and often vision-driven. They know how to talk, influence, and get results. But inclusion doesn’t thrive on charm or charisma. It thrives on empathy, trust, and psychological safety — the exact traits that will be underdeveloped in leaders with psychopathic tendencies.

When emotive issues arise — conflict, feedback, inclusion, or even ethical dilemmas — these leaders may:

• Minimise or dismiss feelings that aren’t aligned with organisational goals.

• Overlook the human impact of decisions in favour of short-term metrics.

• Unintentionally (or intentionally) create a culture where people self-censor or stay silent.

  
  

The result? A workforce that’s talented but fearful, innovative but hesitant, diverse but unvalued.

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Inclusion is a Muscle, Not a Checklist

Here’s the silver lining: psychopathy isn’t destiny. Leaders can learn to flex their empathy, actively listen, and co-create cultures where everyone feels seen. But this takes awareness, courage, and accountability — all baked into organisational design, not just individual intention.

For charities, this is crucial. Your mission isn’t just about raising funds or delivering programs — it’s about people. Inclusive culture is your operational oxygen. Without it, even the best strategy can collapse under the weight of disengagement and mistrust.

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The Takeaway

Think of it like this: the boardroom may sometimes feel like a forest of wolves. Some are charming and competent; some are quietly destructive. Inclusion isn’t about trying to change the wolves — it’s about building a culture where the pack thrives together. Where voices are heard, feelings are acknowledged, and everyone has the safety to do their best work.

At BARDO, we don’t shy away from uncomfortable truths. We shine a light on them, so organisations can make real, lasting change. Because when leaders understand the neurological and emotional realities of inclusion, they don’t just lead — they inspire.