Using a 2×2×2 experimental design, the effects of situational and individual variables on individuals' intentions to act unethically were investigated. Specifically examined were three situational variables: (1) quality of the work experience (good versus poor), (2) peer influences (unethical versus ethical), and (3) managerial influences (unethical versus ethical), and three individual variables: (4) locus of control, (5) Machiavellianism, and (6) gender, on individuals' behavioral intentions in an ethically ambiguous dilemma in an work setting. Experiment 1 revealed main effects for quality (...) of work experience, Machiavellianism, locus of control, and an interaction effect for peer influences and managerial influences. Experiment 2 showed main effects for all three situational variables and Machiavellianism. Neither experiment supported gender differences. Limitations, future research, and implications for management are discussed. (shrink)

Drawing on cognitive moral development and moral identity theories, this study empirically examines the moral antecedents and consequences of authentic leadership. Machiavellianism, an individual difference variable relating to the use of the ‘end justifies the means’ principle, is predicted to affect the link between morality and leadership. Analyses of multi-source, multi-method data comprised case studies, simulations, role-playing exercises, and survey questionnaires were completed by 70 managers in a large public agency, and provide support for our hypotheses. Our findings reveal that (...) Machiavellianism offsets the positive relationship between moral reasoning and authentic leadership. Specifically, we show that when Machiavellianism is high, both the positive relationship between moral reasoning and authentic leadership, and the positive relationship between authentic leadership and moral actions, are reversed. This study offers new insights on the underlying processes contributing to the emergence of leaders’ authentic behavior and moral action. Implications for the moral development of leaders, and directions for improved leadership training are provided. (shrink)

From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management dominates in multi-stakeholder networks, because it enables corporations to address complex (...) problems and challenges in cooperation with stakeholders. Since deliberation is the key to issue-focussed stakeholder management, it helps to cope with numerous and at times contradictory stakeholder demands and enhances the legitimacy of corporate activities. (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)

This article discusses the perpetual debate on the Florentine, Niccolo Machiavelli's ethical values and leadership ideas and the consequent creation of the mythical reputation and negative epithet 'Machiavellian'. This article proposes recommendations on how Machiavelli's thought and his study can best be applied to bring genuine clarity and value to organisations in these interesting and turbulent times providing a hopefully viable compass for a changing landscape.