Research suggests a direct negative relationship between peers’ unethical behavior and employees’ ethical intention. But several possible mechanisms might explain this relationship in more detail. For example, Machiavellianism is a personality trait characterized by interpersonal manipulation and the use of unethical means to achieve certain self‐interested ends, whether useful or pleasant. This article adopts an Aristotelian understanding of philia, related to three goods on which human relationships rest: useful, pleasant, and honest. We propose that Machiavellianism, a self‐interested, pragmatic personality orientation, (...) might explicate the relationship between peers’ unethical behavior and ethical intention. The results of a structural equation model applied to a sample of 436 banking employees in Spain reveals that Machiavellianism partially mediates the relationship between peers’ unethical behavior and employees’ ethical intention. We also find that with a greater level of peers’ unethical behavior, the negative effect of Machiavellianism on ethical intention increases, and that when peers’ unethical behavior is nonexistent, the negative effect of Machiavellianism on ethical intention disappears. These findings advance current literature by revealing that unethical peers can indirectly influence ethical intention, through shaping Machiavellianism. Our study is also the first to show that pairing high Machiavellians with ethical peers can help to cancel out the negative influence of Machiavellianism on ethical intention. (shrink)

Machiavellianism is a popular construct in research on ethics and organizational behavior. This research has demonstrated that Machiavellianism predicts a host of counterproductive, deviant, and unethical behaviors. However, individuals high in Machiavellianism also adapt to their organizational surroundings, engaging in unethical behavior only in certain situations. Nevertheless, the utility of Machiavellianism has been questioned. Meta-analyses have demonstrated that psychopathy out-predicts Machiavellianism for most antisocial outcomes. Thus, many researchers assume Machiavellianism is a derivative and redundant construct. However, researchers examining the utility (...) of Machiavellianism may be asking the wrong question about how Machiavellianism is unique. In our review, we find it less informative to ask about what antisocial behaviors Machiavellianism predicts. Instead, we find it more informative to ask when Machiavellianism predicts antisocial behaviors. Drawing on Field Theory and Trait Activation Theory, we argue that Machiavellianism is a trait that is associated with person × environment interactions. Their adaptive nature is made possible through the presence of impulse control and environmental sensitivity to punishment, two characteristics that individuals high in psychopathy lack. Consequently, individuals high in Machiavellianism constrain their antisocial behavior to environments when the benefits outweigh the costs. Thus, environmental context, especially the risk of external punishment, moderates Machiavellian misbehavior more than it does for those high in psychopathy. These behavioral constraints align with Lewin’s argument that behavior is a function of the person, environment, and interaction between the two. From this discussion, we arrive at recommendations pertaining to the future of Machiavellianism research in organizational and other applied settings. (shrink)

Prior research indicates that managers’ dark personality traits increase their tendency to engage in disruptive and unethical organizational behaviors including accounting earnings management. Other research suggests that the prevalence of dark personalities in management may represent an accidental byproduct of selecting managers with accompanying desirable attributes that fit the stereotype of a “strong leader.” Our paper posits that organizations may hire some managers who have dark personality traits because their willingness to push ethical boundaries aligns with organizational objectives, particularly in (...) the accounting context where ethical considerations are especially important. Using several validation studies and experiments, we find that experienced executives and recruiting professionals favor hiring a candidate with dark personality traits into an accounting management position over an otherwise better-qualified candidate when the hiring organization faces pressure to manage earnings. Our results help to illuminate why individuals with dark personality traits may effectively compete for high-level accounting positions. (shrink)

This paper examines the emotional processes in Machiavellian leadership. The leadership literature portrays Machiavellians as ‘dark’ individuals that engage in unethical actions, causing employee dissatisfaction, distress, emotional exhaustion and high turnover. However, research has seldom questioned the processes behind these unethical and negative outcomes. This study explores Machiavellian emotional processes at multiple levels—within-persons and relational levels (between-persons and interpersonal interactions in organisations). In this study, emotions and leadership are not explored in isolation but as social processes that occur in relationships (...) between leaders and employees in evolving organisational settings. This study draws on 20 participants from four large multi-national construction firms in Sri Lanka. Open-ended semi-structured interviews were conducted to explore the emotions of Machiavellians in organisations. The findings suggest that Machiavellianism influences leader and employee emotional processes. Furthermore, the emotional processes, influenced by Machiavellianism, appear to facilitate the development of leader and employee relationships and emotional experiences at within-persons and relational levels in organisations. (shrink)

Despite the long history of career research in the literature (Guerrier, 1987; Siu et al., 1997), researchers have largely neglected the dark sides of the antecedents and consequences of career amb...

The extant literature has largely conceptualized abusive supervision as a hot and impulsive form of aggression. In this paper, we offer a cold and strategic perspective on how abusive supervision might be used strategically to achieve goals. Drawing on the Machiavellian literature and social interaction theory of aggression, we develop a moderated serial mediation model, in which leader Machiavellianism predicts their strategic use of abusive supervision on subordinates via the mediating role of leaders’ guanxi with direct supervisor. We further theorize (...) that this mediation effect is more pronounced when guanxi among team members (team member guanxi, TMG) is stronger, because Mach leaders are more likely to perceive high TMG as a threat to their power. Finally, we propose that Mach leaders’ strategic use of abusive supervision has negative implications for team outcomes, manifested in low levels of team voice and team organizational citizenship behaviors toward fellow team members (OCBI). Analyses of two studies—Study 1 using multi-wave data (355 leaders) from a US sample and Study 2 using a multi-wave, multi-source, and multilevel data (1252 subordinates and 273 leaders) from a Chinese sample—corroborated our model. This study provides a comprehensive examination of who, how, and when strategic abuse unfolds in the workplace and its negative implication for team outcomes. (shrink)

This study via the sensemaking perspective examines whether spiritual leadership can influence employee workplace spirituality and employee corporate social responsibility (CSR) participation. We also examine the joint effects of spiritual leadership and employee Machiavellianism on employee workplace spirituality. Using a sample of 556 employees from four commercial banks in China, analyses demonstrate that employee workplace spirituality mediates the relationship between spiritual leadership and employee CSR participation and that the indirect effect of spiritual leadership on employee CSR participation is dependent on (...) the level of employee Machiavellianism. These results shed light on how and why spiritual leadership and employee Machiavellianism influence employee workplace spirituality and employee CSR participation. The theoretical and practical implications of these finding are discussed along with directions for future research. (shrink)

Perceived supervisor support is widely studied in terms of its positive outcomes. This paper, in contrast, investigates employees’ unethical pro-supervisor behavior as a negative consequence of perceived supervisor support. Drawing upon the multifoci approach of social exchange theory and the reciprocity principle, we hypothesized that perceived supervisor support can engender unethical pro-supervisor behavior via employees’ feelings of reciprocity towards the supervisor. Building on the instrumental reasons that underlie social exchanges, we further hypothesized that this mediation relationship is stronger for employees (...) high in Machiavellianism. We collected data for three experimental studies from full-time MBA students of a European business school and from U.S. working professionals, and the results provided consistent support for our proposed model. Taken together, the current study highlights the “dark side” of perceived supervisor support, in that it can lead to unethical behavior and that this effect can be accentuated by employees’ Machiavellianism. (shrink)

Machiavellians are often seen as manipulative people who contribute negatively to teams and ventures. However, recent work has shown that Machiavellians can also cooperate and act in pro-social ways in a team context. Thus, some aspects of Machiavellianism might be conducive for teams and team members’ intentions to start a business venture. Most studies in this area have failed to (a) assess the effect of Machiavellianism at the team level, (b) take into account the dimensional nature of Machiavellianism, and (c) (...) assess moderators of these effects. We propose that the combination of Machiavellianism and resilience in teams predict team entrepreneurial intentions (EI). Moreover, we propose that different team level dimensions of Machiavellianism (amoral manipulation, desire for status, desire for control, distrust of others) are differentially related to EI. More specifically, we expect at the team level that amoral manipulation and desire for status are positively related to changes in EI (as teams high on these dimensions feel that they can use unethical practices that give them an advantage in being successful), whereas desire for control and distrust of others should be negatively related to changes in EI (as entrepreneurial teams usually work in less structured situations and need to closely work together). Furthermore, all sub-dimensions of Machiavellianism should interact positively with team resilience as resilience acts as a buffer that protects teams from potential negative effects of Machiavellianism. In a multi-wave study among newly formed teams engaged in entrepreneurship projects, controlling for psychopathy and narcissism, we found partial support for our hypotheses. Results supported our expectations for the “amoral manipulation” and “desire for control” sub-dimensions, but not for the “desire for status” and the “distrust of others” sub-dimensions of Machiavellianism, with distrust of others showing unexpectedly opposite effects. This study contributes to the literature by looking at the dimensions of Machiavellianism at the level of entrepreneurial teams in conjunction with the more positive team characteristic, resilience. Our results indicate that the relationship between Machiavellianism and EI is more complex than previously hypothesized, as the sub-dimensions are sometimes positively and sometimes negatively related to entrepreneurial intentions and interact with team-level resilience. (shrink)

Machiavellianism is a double-edged sword in leadership. While Machiavellian leaders can be successful, they also can be amoral, influencing their followers to exhibit unethical, counterproductive, and corrupt behaviors. The extant research surrounding Machiavellian leadership has focused narrowly on how followers tacitly endorse such leader behaviors rather than standing up to the leader through whistleblowing. Drawing upon affective events theory (AET), this research examines the relationship between a leader’s Machiavellian traits, followers’ moral anger and empathic concern, and the likelihood of whistleblowing. (...) We conducted three complementary studies that examine our model. First, in a time-lagged, leader–follower field study, we examined the indirect relationship between Machiavellian leadership and whistleblowing through follower moral anger. Then, we adopted the causal chain design and conducted two independent recall experiments using the critical incident technique to establish the moderating role of follower empathetic concern on the causal relationship between Machiavellian leadership and moral anger, and the causal relationship between moral anger and whistleblowing. This research contributes to the literature by highlighting the emotional dynamics that explain a constructive follower response to leader Machiavellianism. (shrink)

This study investigates whether job stressors such as role ambiguity, procedural unfairness, and perceived competition may prompt high Machiavellian employees to use amoral manipulation at work. We also examine whether these manipulative behaviors are consequently related to their own task performance and affiliative citizenship behaviors. A weekly diary study was conducted among 111 Dutch employees over five consecutive working weeks, resulting in 446 assessed occasions. Using a multilevel moderated mediation model, we found that the relationship between weekly job stressors and (...) weekly amoral manipulation (AM) was contingent on trait AM, when the job stressor was role ambiguity (but not when the job stressor was either weekly procedural unfairness or weekly perceived competition). Our results also revealed significant indirect effects of weekly role ambiguity on weekly task performance and weekly display of courtesy through state AM, when trait AM was high. Our findings suggest that role ambiguity activates high Machiavellian employees’ manipulative behaviors at work, which in turn leads to impaired task performance and less courtesy toward others during the same working week. (shrink)

A considerable body of research supports the link between Machiavellianism and antisocial forms of behavior at work. Yet, meta-analytic findings and existing theory allude to a more complex story, whereby Machiavellian employees’ engagement in antisocial acts is likely to be simultaneously influenced by countervailing situational forces. To promote more nuanced, contextualized knowledge of high Machs’ antisocial tendencies at work, we developed and tested a social context model that describes how multiple situational factors may, at once, provoke _and_ constrain the tendency (...) of such individuals to engage in one notable form of antisocial behavior at work: social undermining. Specifically, we argue that Machiavellian employees likely experience competing motivations to undermine their colleagues as a result of two countervailing situational factors that are relevant to their self-interests: anticipated organizational change and perceptions of coworkers’ exchange quality. To develop our predictions, we draw on trait activation theory’s core assertion that employees’ behavior is multiply determined, such that trait–behavior relations stem from a complex interplay among diverse and potentially competing trait-relevant situational cues. The results of a three-wave, time-lagged survey supported our predictions that anticipated change would strengthen the positive relation between Machiavellianism and undermining, while perceptions of coworkers’ exchange quality would attenuate it. Additionally, the results supported our three-way interaction hypothesis that perceived coworker exchange quality would weaken the two-way interaction effect of Machiavellianism and anticipated organizational change on social undermining. We discuss the implications of our findings, as well as avenues for future research. (shrink)

This thesis explores Officer Cadets' social construction of leadership at the Royal Military Academy Sandhurst (RMAS). It addresses calls for more research into leadership behaviours. Taking a social constructionist perspective, the thesis focuses on unmasking the social construction of Leadership amongst Officer Cadets. This study adopts a reflexive approach, acknowledging the centrality of the researcher in the co-construction of the data. The thesis develops interdisciplinary links between the theoretical areas of Dark Leadership to problematize and inform contemporary understandings of Officer (...) Cadets' social construction of leadership through the emergent findings of the study. This qualitative study employed a mono-method research design consisting of semistructured interviews. Through these, participants shared their lived experiences and gave descriptions and understandings of their past leadership experiences before and current experiences within Sandhurst with a reflexive interview approach. The thesis utilises Reflexive Thematic analysis to interpret the data, with the results presented thematically. The thesis uses reflexive thematic analysis to explore dark leadership through a social constructionist lens; the research has evidenced functional changes to practices within Sandhurst and developed a model of what dark leadership at Sandhurst is from an Officer Cadets view. This approach highlights the importance of contextuality, the person and the situation through a holistic Leadership approach. The thesis proposes a holistic framework for leadership, which would advance toward de-coupling the dichotomies of leadership. (shrink)