Machiavellianism and Ingratiation

Pandey, Janak; Rastogi, Renu

doi:10.1080/00224545.1979.9711635

Cited by 45 publications

(24 citation statements)

References 1 publication

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“…Machiavellians may be characterized as seeking to control or manipulate others. Ralston (1985) proposed that high Machs tend to use ingratiatory tactics more than do low Machs, a ®nding supported by several empirical studies (Falbo, 1977;Grams and Rogers, 1990;Pandey and Rastogi, 1979). Here, the expectation is straightforward: Machiavellianism will be positively related to a soft strategy.…”

Section: Conditions Associated With Use Of a Soft Strategymentioning

confidence: 68%

Putting upward influence strategies in context

et al. 1997

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SummaryResearchers have noted that upward in¯uence tactics are often used in varying patterns and combinations (e.g. Yukl and Falbe, 1990). This study investigated whether in¯uence strategies representing hard, soft, or rational approaches to in¯uence behavior would emerge in relation to upward in¯uence tactics of assertiveness, rationality, coalition, upward appeal, ingratiation, and exchange. Hypotheses were oered concerning the relations of selected demographic, individual dierence, relational, and opportunity factors to these strategies. The 225 participants were full-time employees of a national non-pro®t organization. Second-order factor analysis provided some support for the dimensionalization of upward in¯uence tactics as representing hard, soft, and rational strategies. Each strategy was related to a unique set of predictors. The results suggest a higher level of complexity for in¯uence strategies than previously expected. The implications of this study, as well as fruitful areas for future research, are discussed.

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Section: Conditions Associated With Use Of a Soft Strategymentioning

confidence: 68%

Putting upward influence strategies in context

et al. 1997

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“…They are also more likely to steal from others (Fehr, Samson, & Paulhus, 1992;Harrell & Hartnagel, 1976); display influence tactics to establish political connections (DinglerDuhon & Brown, 1987;Harrell, 1980;Pandey & Rastogi, 1979); select politically charged careers with greater opportunities for wealth, power, and status (Corzine, 1997;Fehr et al, 1992;Hunt & Chonko, 1984); and are less likely to adhere to organizational rules and policies (Judge et al, 2009). Indeed, Machiavellianism has been implicated in the complicity witnessed in recent scandals at Enron, MCI WorldCom, and Haliburton (Dahling et al, 2009).…”

Section: Unsocialized Characteristicsmentioning

confidence: 99%

The susceptible circle: A taxonomy of followers associated with destructive leadership

Thoroughgood

Padilla

Hunter

et al. 2012

The Leadership Quarterly

152

141

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“…They will create highly evaluative environments due to the dependence of the candidate on the interviewer for valued outcomes. Such situations provide a context in which candidates will engage in faking (Pandey & Rastagi, 1979;Stires & Jones, 1969).…”

Section: Interview Purposementioning

confidence: 99%

A Model of Faking Likelihood in the Employment Interview

Levashina

Campion

2006

Int J Selection Assessment

166

341

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There has been surprisingly little research on faking in the employment interview, despite the fact that professional judgment would suggest that faking might occur in the interview. Based on a review of the literature on faking in personality tests and the literature on deception, we propose a model of faking during an employment interview and develop 19 testable propositions to guide future research. We argue that faking is a function of capacity, willingness, and opportunity to fake. Structured interviews provide less opportunity for intentional distortion; however, some components of structure may actually increase faking. Finally, job candidates distort their responses in job desirable ways.

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Machiavellianism and Ingratiation

Cited by 45 publications

References 1 publication

Putting upward influence strategies in context

Putting upward influence strategies in context

The susceptible circle: A taxonomy of followers associated with destructive leadership

A Model of Faking Likelihood in the Employment Interview

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