Machiavellianism As A Factor In Managerial Job Strain, Job Satisfaction, And Upward Mobility

Gemmill, Gary; Heisler, W. J.

doi:10.5465/254800

Cited by 19 publications

(18 citation statements)

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“…Porter, Lawler, and Hackman (1975) indicate that employ-ees' needs and values can influence their perceptions of the task and its environment. Caplan, Cobb, and French (1975) and Gemill and Heisler (1972) found that people with certain personality characteristics (Machiavelianism and Type A, respectively) are more likely to perceive stressors in their environments than are other people.…”

Section: Process Facetmentioning

confidence: 99%

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW¹

Beehr

Newman

1978

Personnel Psychology

972

557

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Job stress (and more generally, employee health) has been a relatively neglected area of research among industrial/organizational psychologists. The empirical research that has been done is reviewed within the context of six facets (i.e., environmental, personal, process, human consequences, organizational consequences, and time) of a seven facet conceptualization of the job stress–employee health research domain. (The seventh facet, adaptive responses, is reviewed in the forthcoming second article of this series.) A general and a sequential model are proposed for tying the facets together. It is concluded that some of the major problems of the research in this area are: confusion in the use of terminology regarding the elements of job stress, relatively weak methodology within specific studies, the lack of systematic approaches in the research, the lack of interdisciplinary approaches, and the lack of attention to many elements of the specific facets.

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Section: Process Facetmentioning

confidence: 99%

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW¹

Beehr

Newman

1978

Personnel Psychology

972

557

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“…Machiavellianism was measured with the instrument developed by Christie and Geis (1970). The instrument comprises eight items and is anchored to a five-point scale ranging from (1) strongly disagree to (5) strongly agree and was also successfully used in the Drory and Gluskinos (1980), and Gemmill and Heisler (1972) studies. In the present study, the instrument produced a Cronbach alpha of 0.45 and was therefore not retained for further analyses.…”

Section: The Measuring Instrumentsmentioning

confidence: 99%

Investigating Stereotypes With Regard to Leadership in Africa: An Exploratory Study in Kenya

Arnolds

2013

AMPROC

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Leadership failure is often advanced as the reason for the lack of socioeconomic advancement on the African continent. It is often said that personality traits such as unbridled narcissistic self-love, Machiavellian manipulation and power hunger, and the behaviors that emanate from them, are the drivers of the inability of African leaders to create environments conducive to socioeconomic growth that would reduce poverty in Africa. Many of the afore-mentioned are perceptions and speculation about leadership in Africa. No empirical studies have as yet been done to provide scientific proof of these speculations. The present study therefore sought to find scientific proof for the truthfulness or otherwise of these stereotypes. The study was conducted on a sample of 256 senior managers drawn from 53 public enterprises in Kenya. The study investigated the relationship between personality traits and leadership styles, on the one hand, and the performance intent of these managers, on the other hand. The empirical results showed that Kenyan public enterprise managers exhibited high levels of transformational leadership style and feminine personality traits, as well as low levels of narcissistic personality traits. The results also revealed that transformational leadership style and feminine personality traits were positively related, while narcissistic personality traits were negatively related to the job performance intent of these managers.

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“…A good deal is known about people who score high in agreement with Machiavelli's views (Gemmil and Heisler, 1972). Generally, they are able to control social interactions and effectively manipulate others.…”

Section: Individual Behaviorsmentioning

confidence: 99%

Ingratiation as a political tactic: effects within the organization

Appelbaum

Hughes

1998

Management Decision

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This article examines the place of organizational politics in general and ingratiation specifically as a tactic in which there is an attempt by individuals to increase their attractiveness and upward influence in the eyes of other organizational members (management). Four common tactics of ingratiators were identified: other enhancement, rendering favors, opinion conformity and self‐presentation. Suggests that ingratiation is influenced by individual variables such as: Machiavellianism, locus of control and work task uniqueness. Furthermore, situational variables affect this political behavior There were mixed research results on the impact of ingratiation on further career success. Some recent research concluded that this tactic has little or no effect on extrinsic and intrinsic rewards available to the individual.

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Machiavellianism As A Factor In Managerial Job Strain, Job Satisfaction, And Upward Mobility

Cited by 19 publications

References 1 publication

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW¹

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW¹

Investigating Stereotypes With Regard to Leadership in Africa: An Exploratory Study in Kenya

Ingratiation as a political tactic: effects within the organization

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Machiavellianism As A Factor In Managerial Job Strain, Job Satisfaction, And Upward Mobility

Cited by 19 publications

References 1 publication

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW1

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW1

Investigating Stereotypes With Regard to Leadership in Africa: An Exploratory Study in Kenya

Ingratiation as a political tactic: effects within the organization

Contact Info

Product

Resources

About

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW¹

JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS: A FACET ANALYSIS, MODEL, AND LITERATURE REVIEW¹