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)

Niccolò Machiavelli is credited with inspiring the MACH IV personality assessment instrument, which has been adopted widely in management, both public and private. The personality this instrument maps is manipulative, deceitful, immoral, and self-centred. The instrument emerged in 1970 and created a minor industry. There are at least eighty empirical studies in management that involved more than 14,000 subjects. Richard Christie, who created the scale, has said that it is derived from the works of Machiavelli. In a standard debriefing after (...) completing this scale, respondents would be told it concerns the Machiavellian personality. We argue that the Machiavellian personality in MACH IV has little, if anything, to do with Machiavelli, either the man or his works. If Machiavelli is alleged to be relevant to management, we argue that this personality assessment instrument does not demonstrate such relevance. To advance this case we first describe the development of the instrument, identifying some of the assumptions upon which it rests; then we assess each of its twenty items against Machiavelli’s texts. Wefind fewer than half of the items have even a tenuous connection with Machiavelli’s works, yet the instrument bears his name. Against this spurious Machiavelli we juxtapose another twenty passages from The Prince, showing a much more complex and subtle thinker than the one-dimensional cipher in the MACH IV scale. Machiavelli studies have done much to dispel the cloud of mythology around the man and his reputation, and we hope to do the same to MACHIV. In the name of intellectual honesty and sound scholarship, we urge management scholars to take note of this distortion of Machiavelli, and where possible address it, and that users of the MACH IV scale distinguish the man, Machiavelli, and his works from this instrument. (shrink)

This study examines how taxpayer support for government spending can improve tax compliance. While there is ample evidence on the deterrent effect of audit probability on taxpayer noncompliance, there is no evidence related to the moderating role that taxpayer support may have on compliance behavior. We also examine the moderating role that taxpayer ethics plays in compliance decisions. Results of our study indicate that the level of taxpayer support influences taxpayer compliance decisions, in that those with greater support for how (...) tax dollars are spent report higher amounts of taxable income. In addition, we find that audit probability influences taxpayer compliance decisions when there is support for the government’s use of tax dollars for non-welfare programs, such as defense. However, for welfare programs, such as healthcare, taxpayer support leads to increased compliance regardless of audit rate. When taxpayers do not support government programs, their compliance is lower regardless of the audit probability. This highlights the importance of gaining taxpayer support for government programs and indicates that attempts to align the interests of taxpayers with those of the government may increase voluntary compliance among taxpayers. Finally, we find that taxpayer ethics influences compliance such that, for individuals who have lower ethical standards, a high audit rate as well as support for a program may be necessary to improve compliance behavior. Theoretical and practical implications of these findings are discussed. (shrink)

Many organizations offer their employees the opportunity to voice their opinions about work-related issues because of the positive consequences associated with offering such an opportunity. However, little attention has been given to the possibility that offering voice may have negative effects as well. We propose that negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be “pseudo voice”—voice opportunity given by managers who do not have the intention to actually consider employee input (i.e., (...) managerial disregard). The effects of this kind of deception were examined by means of a survey among employees (N = 137) and managers (N = 14) of a Dutch healthcare organization. We hypothesized and found that perceived pseudo voice led to reduced voice behavior and, as a result, increased intragroup conflict. These results imply that while offering voice opportunity is mostly seen as an effective management strategy, negative effects are likely to occur when a manager is perceived to try to deceive employees by pretending to be interested in their points of view. (shrink)

In showing how the bureaucratic space negatively influences the moral conscience of managers, Robert Jackall’s sociological writings have pointed up one of the darkest sides of organizations. In fact, in the business ethics literature there is much to support Jackall’s pessimistic contentions, suggesting that bureaucracy can rob individual managers of their sense of responsibility. How then can this space for individual freedom, so essential in re-establishing responsible management, be recreated? In order to answer this question, we propose to interpret Jackall’s (...) Moral Mazes ( 1988 ) from the standpoint of Blaise Pascal’s Jansenist ethics and conception of humankind. Our discussion here of Pascal’s “reason of effects,” his theory of “double thought” and his distinction between respect and esteem takes Jackall’s analysis forward and opens new lines of thought about managerial responsibility. The article concludes with some thoughts on further research in the field of business ethics arising from Pascalian anthropology or what we call here “skeptical humanism.”. (shrink)

We examine the moderating role of the situational and organizational contexts in determining unethical managerial behavior, applying the case-survey methodology. On the basis of a holistic, multiple-antecedent perspective, we hypothesize that two key constructs, moral intensity and situational strength, help explain contextual moderating effects on relationships between managers’ individual characteristics and unethical behavior. Based on a quantitative analysis of 52 case studies describing occurrences of real-life unethical conduct, we find empirical support for the hypothesized contextual moderating effects of moral intensity (...) and situational strength. By examining these complex contextual moderators, we aim to contribute to organizational ethics research as we shed light on the critical role that context may play in influencing unethical managerial behavior. (shrink)

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, Machiavellianism in employees relates to stress via lowered trust in the leader. For unethical behavior, we only find a main effect of employee Machiavellianism. (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)

Corruption continues to be a considerable challenge for internationally active companies. In this article, we examine personal and socioenvironmental antecedents of corrupt behavior in organizations. In particular, we aim to illuminate the links between Machiavellianism, on-the-job experience with corrupt behavior at work, neutralization, and the attitude of business professionals toward corruption. The empirical analysis is based on the responses of 169 professionals. At first, a positive relationship between both Machiavellianism and on-the-job experience and the acceptance of corruption appears in the (...) model. However, an in-depth mediation analysis shows that neutralization is the keystone linking both Machiavellianism and on-the-job experience to the likelihood to condone corruption. Based on these results, we offer avenues for further research and implications for practitioners. (shrink)

Many organizations offer their employees the opportunity to voice their opinions about work-related issues because of the positive consequences associated with offering such an opportunity. However, little attention has been given to the possibility that offering voice may have negative effects as well. We propose that negative consequences are particularly likely to occur when employees perceive the opportunity to voice opinions to be “pseudo voice”—voice opportunity given by managers who do not have the intention to actually consider employee input (i.e., (...) managerial disregard). The effects of this kind of deception were examined by means of a survey among employees ( N = 137) and managers ( N = 14) of a Dutch healthcare organization. We hypothesized and found that perceived pseudo voice led to reduced voice behavior and, as a result, increased intragroup conflict. These results imply that while offering voice opportunity is mostly seen as an effective management strategy, negative effects are likely to occur when a manager is perceived to try to deceive employees by pretending to be interested in their points of view. (shrink)

The ethical climate in Turkey is beset by ethical problems. Bribery, environmental pollution, tax frauds, deceptive advertising, production of unsafe products, and the ethical violations that involved politicians and business professionals are just a few examples. The purpose of this study is to compare and contrast the ethical beliefs of American and Turkish consumers using the Ethical Position Questionnaire (EPQ) of Forsyth (1980), the Machiavellianism scale, and the Consumer Ethical Practices of Muncy and Vitell questionnaire (MVQ). A sample of 376 (...) subjects that consists of American consumers (n = 188) and Turkish consumers (n = 199) was used to compare the ethical beliefs and practices of the two samples. The MANOVA results for the two nationality groups found that five out of six criterion variables differed between the two groups. The implications of this study are intended to assist marketers to develop strategies that suit a particular market and lessen their risk of entry. (shrink)

Jones (1990) described ten workplace behaviors of a dubious ethical nature and determined that the hierarchical position adopted by respondents influenced the perceived acceptability of these behaviors. This measure seems promising, and therefore the purpose of this investigation is two-fold: (1) to explore further the psychometric properties of these ten items; and (2) to examine the role of individual difference variables as correlates of perceived acceptability. In two samples of working people, the Jones items were found to be internally consistent, (...) not obviously subject to range restriction, modestly related to social desirability, largely orthogonal to age and managerial status, but clearly linked with Machiavellianism. The nature of the linkage between perceived acceptability and both sex and the Protestant work ethic differed across the two studies, which underscores the need for future research. Two additional variables worth investigating in such research may be locus of control and equity sensitivity. (shrink)

The popular press and academic research has focused primarily on the characteristics of corporate leaders. Subordinates have been studied much less frequently than leaders and yet they play a pivotal role in destructive leadership processes. An area holding significant potential to bring clarity to subordinates’ ability to withstand (or succumb) to pressures from superiors is dispositional affect. In our exploratory study, we examine how specific affective states influence subordinates’ unethical behavior. We performed an experiment with 63 mid-level managers having significant (...) work experience. Participants were given ethical scenarios and asked to assess their intentions to comply with their superiors’ requests to engage in unethical conduct. The participants also completed the positive affect negative affect schedule (PANAS) which provides measures of affective states. Our results provide support for theory-based predictions. The findings of our study make important contributions and have implications to both practice and theory. First, we identify certain affective states that encourage subordinates to adopt the behavior of a conformer or colluder and thus be susceptible to their superiors’ unethical directives. Second, our results suggest the need for training programs to assist employees in managing affect in the work place and consideration of organizational changes that provide a culture of empowerment of its employees. Third, unlike a large majority of prior research, we measured naturally occurring affective states rather than providing a contrived (and potentially exaggerated) triggering event to elicit affective states. Fourth, we examined specific affective states rather than examining only general positive and negative valence categories. (shrink)