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Birds of a Feather can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders

Published on Sep 1, 2018in Journal of Business Ethics 3.80
· DOI :10.1007/s10551-016-3251-2
Frank D. Belschak17
Estimated H-index: 17
(UvA: University of Amsterdam),
Rabiah S. Muhammad3
Estimated H-index: 3
(UMD: University of Maryland, College Park),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam)
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Abstract
Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when such followers experience Machiavellian leadership. Thus, we test a moderated mediation model assessing whether Machiavellianism affects employees and whether combining Machiavellian leaders and Machiavellian employees is toxic in the sense of exacerbating the negative impact of Machiavellianism on employee trust. Results do not support the proposed conditional indirect effect of trust for either stress or unethical behavior. Instead, we find a conditional direct effect of employee Machiavellianism on both trust and stress: When Machiavellian employees have Machiavellian leaders, their trust in their leader significantly decreases, and their level of stress significantly increases. We also find support for an unconditional indirect effect of trust for employee stress (but not for unethical work behaviors), Machiavellianism in employees relates to stress via lowered trust in the leader. For unethical behavior, we only find a main effect of employee Machiavellianism.
  • References (103)
  • Citations (5)
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References103
Newest
Published on Feb 1, 2016in Personnel Psychology 6.93
Jeremy B. Bernerth22
Estimated H-index: 22
(LSU: Louisiana State University),
Herman Aguinis54
Estimated H-index: 54
(IU: Indiana University)
The use of control variables plays a central role in organizational research due to practical difficulties associated with the implementation of experimental and quasi-experimental designs. As such, we conducted an in-depth review and content analysis of what variables, and why such variables are controlled for, in 10 of the most popular research domains (task performance, organizational citizenship behaviors, turnover, job satisfaction, organizational commitment, employee burnout, personality, ...
205 Citations Source Cite
Published on Nov 1, 2015in Journal of Management 9.06
Frank D. Belschak17
Estimated H-index: 17
(UvA: University of Amsterdam),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
Karianne Kalshoven9
Estimated H-index: 9
(Tilburg University)
Machiavellians are said to be manipulative people who reduce the social capital of the organization. Yet some authors note that Machiavellians are also highly adaptive individuals who are able to contribute, cooperate, and use pro-social strategies when it is advantageous to them. Here we study whether transformational leader behavior can stimulate Machiavellian followers to engage in organizationally desirable behaviors such as challenging organizational citizenship behavior. We hypothesized an...
22 Citations Source Cite
Published on Mar 1, 2015in IEEE Computer 3.56
David Alan Grier10
Estimated H-index: 10
(GW: George Washington University)
Technology has done much to expand the power of thought, but it also gives us innocent tools that can be used to mask dubious motives. The Web extra at http://youtu.be/xc3mr4GnMZg is an audio recording of author David Alan Grier expanding on his Errant Hashtag column, in which he talks about how technology has done much to expand the power of thought, but it also gives us innocent tools that can be used to mask dubious motives.
Published on Jun 1, 2014in Journal of Business and Psychology 2.58
Daniel Kuyumcu2
Estimated H-index: 2
(PSU: Pennsylvania State University),
Jason J. Dahling14
Estimated H-index: 14
(TCNJ: The College of New Jersey)
Purpose The purpose of this study was to examine how the indirect relationship between Machiavellianism and task performance ratings is qualified by organizational constraints (e.g., inadequate resources). Contrary to past research, we suggest that constraints can actually facilitate performance ratings among highly Machiavellian employees because they seek to attain high ratings through self-interested behaviors and social influence processes rather than legitimate task performance. Thus, const...
14 Citations Source Cite
Adrian Furnham103
Estimated H-index: 103
(UCL: University College London),
Steven Richards2
Estimated H-index: 2
(UCL: University College London),
Delroy L. Paulhus52
Estimated H-index: 52
(UBC: University of British Columbia)
Ten years ago Paulhus and Williams (2002) called attention to the 'Dark Triad', a constellation of three conceptually distinct but empirically overlapping personality variables. The three members -- Machiavellianism, narcissism and subclinical psychopathy -- often show differential correlates but share a common core of callous-manipulation. There are now dozens of studies on the triad and, according to Google Scholar, over 350 citations. The goal of this review is to update and critically evalua...
321 Citations Source Cite
Published on Jan 1, 2013
Andrew F. Hayes40
Estimated H-index: 40
(OSU: Ohio State University)
Part I: Fundamental Concepts. Introduction. A Scientist in Training. Questions of Whether, If, How, and When. Conditional Process Analysis. Correlation, Causality, and Statistical Modeling. Statistical Software. Overview of this Book. Chapter Summary. Simple Linear Regression. Correlation and Prediction. The Simple Linear Regression Equation. Statistical Inference. Assumptions for Interpretation and Statistical Inference. Chapter Summary. Multiple Linear Regression. The Multiple Linear Regressio...
7,916 Citations
Published on Jul 1, 2012in Social Psychological and Personality Science 3.60
John F. Rauthmann20
Estimated H-index: 20
(University of Innsbruck)
The subclinical Dark Triad traits narcissism, Machiavellianism, and psychopathy (Paulhus & Williams, 2002) are related to antagonistic behaviors in interpersonal situations. The current study addresses whether these three traits entail different social consequences by investigating self-ratings, ratings of others, and ratings by others for the Dark Triad. In a naturalistic setting, 93 informal, minimally acquainted student dyads worked briefly on a cooperative task and subsequently provided self...
99 Citations Source Cite
Published on Apr 1, 2012in Journal of Business Ethics 3.80
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
Frank D. Belschak17
Estimated H-index: 17
(UvA: University of Amsterdam)
Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study...
114 Citations Source Cite
Published on Jan 1, 2012in Journal of Applied Psychology 5.07
Marie S. Mitchell13
Estimated H-index: 13
,
Maureen L. Ambrose29
Estimated H-index: 29
This research examines employees' behavioral reactions to perceived supervisor aggression. The goal is to understand what makes employees react constructively or destructively to aggression. Three types of behavioral reactions are investigated: retaliation, coworker displaced aggression, and problem solving. We suggest employee reactions are influenced by individual and situational characteristics. We test these ideas by examining the moderating effects of 1 individual factor (locus of control) ...
53 Citations Source Cite
Published on Oct 1, 2011in Personality and Individual Differences 2.00
Daniel N. Jones65
Estimated H-index: 65
(UBC: University of British Columbia),
Delroy L. Paulhus52
Estimated H-index: 52
(UBC: University of British Columbia)
Abstract Among the Dark Triad of personality, both narcissism and psychopathy have been linked to impulsivity. What remains unclear is the pattern of associations that the Dark Triad have with functional and dysfunctional types of impulsivity. Using both student ( N = 142) and adult samples ( N = 329), we investigated the association of the Dark Triad variables with Dickman’s measures of functional and dysfunctional impulsivity. Based on regression analyses, psychopathy was most closely associat...
182 Citations Source Cite
Cited By5
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Published on May 9, 2019in Rae-revista De Administracao De Empresas
Adnan Riaz3
Estimated H-index: 3
(Allama Iqbal Open University),
Saima Batool , Mohd Shamsuri Md Saad3
Estimated H-index: 3
(UTeM: Universiti Teknikal Malaysia Melaka)
espanolUna vasta mayoria de investigaciones caracteriza a las politicas organizacionales como un fenomeno aversivo, por consiguiente, recomendado para explorar los factores para minimizar la intensidad. Este estudio intenta primariamente analizar el papel de las practicas laborales de alto rendimiento (high performance work practices [HPWPs]) en controlar las politicas organizacionales. La influencia moderadora de personalidades maquiavelicas tambien se evaluo en HPWPs para la relacion de politi...
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Published on Apr 1, 2019in Business Ethics: A European Review 2.92
Pablo Ruiz-Palomino8
Estimated H-index: 8
(UCLM: University of Castilla–La Mancha),
Alexis J. Bañón-Gomis1
Estimated H-index: 1
(Polytechnic University of Valencia),
Jorge Linuesa-Langreo3
Estimated H-index: 3
(UCLM: University of Castilla–La Mancha)
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Published on Feb 12, 2019in European journal of management
Hakan Erkutlu7
Estimated H-index: 7
,
Jamel Chafra5
Estimated H-index: 5
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Published on Feb 12, 2019in European journal of management
Hakan Erkutlu7
Estimated H-index: 7
,
Jamel Chafra5
Estimated H-index: 5
(Bilkent University)
Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universiti...
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Published on Jun 28, 2018in Frontiers in Psychology 2.13
Frank D. Belschak17
Estimated H-index: 17
(UvA: University of Amsterdam),
Deanne N. Den Hartog44
Estimated H-index: 44
(UvA: University of Amsterdam),
A.H.B. de Hoogh4
Estimated H-index: 4
(UvA: University of Amsterdam)
Machiavellians can be characterized as goal-driven people who are willing to use all possible means to achieve their ends, and employees scoring high on Machiavellianism are thus predisposed to engage in unethical and organizationally undesirable behaviors. We propose that leadership can help to manage such employees in a way that reduces undesirable and increases desirable behaviors. Studies on the effects of leadership styles on Machiavellian employees are scarce. Here we investigate the relat...
1 Citations Source Cite