Managerial Structuring of Work as a Moderator of the Machiavellianism and Job Performance Relationship

Condoning Corrupt Behavior at Work: What Roles Do Machiavellianism, On-the-Job Experience, and Neutralization Play?

“…The investigation of Machiavellians’ attitude thus becomes especially important for business ethics research due to the strong tendency of Machiavellians to undermine their coworkers to achieve higher status and hierarchical positions in their organizations (Castille et al, 2017). Furthermore, literature suggests that there might be some selection effects (Allemand et al, 2013); for example, business professionals with higher levels of Machiavellian traits might tend to work in companies with looser standards and fewer controls on corruption (Gable et al, 1992). This suggestion is in line with the attraction–selection–attrition (ASA) theory, which states that individuals are attracted to organizations they identify with, they are selected because of the commonalities they share with those already at the organization, and consequently they remain at the organization due to the close fit (Schneider, 1987; Schneider et al, 1995).…”

Leading Machiavellians

“…Autonomy is also seen as important in relation to Mach. Machs appreciate and react positively to autonomy and latitude for improvisation and show increased job performance under more autonomous circumstances (e.g., gable, Hollon, & Dangello, 1992;Ricks & Fraedrich, 1999;Shultz, 1993;Sparks, 1994). A high degree of autonomy gives Machs "wiggle room" and allows them to use all possible means and strategies (including, for instance, manipulation; see Bolino & Turnley, 2003) to achieve their goals.…”

How subordinates’ machiavellianism and motives relate to satisfaction with superiors

“…The results indicated that Machiavellianism is significantly and positively related to control and escape, as well as weakly related to relaxation. Machiavellians may communicate from needs to control in that they want to be in charge (at least achieve their own personal goals) and thus communicate to find out information and to get others to assist them in accomplishing their goals (Gable & Dangello, 1994;Gable, Hollon, & Dangello, 1992). For escape, when given extra time, or avoiding a task that might not be pleasant, Machiavellians may communicate with their bosses, hoping to gain useful information or to make a good impression (sycophant) while others escape by talking to coworkers in the coffee room, reading the newspapers or searching websites.…”