Likewise, Machiavellian leaders seem to have the natural power to influence their followers to achieve their personal goals although they abuse their position or formal authority given by the organization Goldberg, Contrary to transformational leadership, these leaders are less likely to produce positive effects such as inspiration, guidance and mentoring on their followers Barrett et al.
Thus, it is interesting to notice that such behaviors related to the dark triad can be present quite often in companies, however, people in the workplace could not able to recognize these patterns of behaviors as harmful. It is because of this that these leaders can effectively function in different occupations and usually reach high-level positions without being recognized as psychopaths Mullins-Sweatt et al. Recently Tourish asserted that transformational leadership could have two sides: a bright one and a dark one.
Li and Yuan suggests that the effects of these two sides are opposed and that the negative effect of the dark side will suppress the positive effect of bright side. The main premise that supports this idea is that charisma, the main feature of transformational leadership is potentially prone to boastfulness, self-admiration, excessive power, self-importance, self-admiration, superiority, self-centeredness, with the need for success and the denial of criticism Villiers, Following this same line, Palmer, Walls, Burgess, and Stough asserted that these leaders could be called pseudo-transformational because of their ability to handle their emotions and those of others for obtaining personal goals according to their own convenience.
This ability has been demonstrated as significantly correlated to Idealized Influence and Inspirational Motivation behaviors, other central characteristics of transformational leadership. These findings could demonstrate that it would be wrong to put a marked limit between the bright and the dark face of leadership as well as its effectiveness on organizational results. Regarding these last issues there is an important debate because the results obtained from empirical researches have not been conclusive.
Thus, some authors have found that the organizational outcomes of dark leaders tend to be poor because they lack management skills which may lead them to exercise a passive leadership causing an important damage not only for the companies that they lead but to their employees producing huge emotional and economic costs Barrett et al.
These leaders usually emerge in moments of uncertainty because they tend to be perceived as confident by the stakeholders, which help them to reach high positions Smith et al. Contrary to what is expected, narcissistic leaders are usually involved in activities related to corporate social responsibility maybe because they receive attention by doing that and this makes them more influential.
Petrenko et al. Thus, despite their self-interest to achieve their own goals, narcissistic leaders may be beneficial to their organizations Smith et al.
Machiavellian leaders on their part are flexible and have the ability to manage successfully structured and non-structured tasks. On the other hand, leaders with Machiavellianism and psychopathy showed an adverse effect on the success on the career of the followers and their well-being Figure 2. So far there is not enough knowledge about the interaction between the bright and dark traits of personality Smith et al.
It is very important to conduct more research oriented to understand in a deep way the dark and bright sides of leadership or gray scales? Increasing our knowledge on this topic may have important implications for both researchers and practitioners. Finally, it is important to consider the influence of these traits of personality to the nascent successful companies.
In some cases, these traits that allow entrepreneurs being successful in their companies can become a source of destruction due to the individual needs of the entrepreneurs that can compromise the longevity of the company Kets deVries, These internal needs involve the confrontation with risk, entrepreneurial stress and entrepreneurial ego among others Kuratko, This issue should be studied more; the current knowledge about these personality traits and corporate success is scarce. Leadership is a process that involves leaders and followers.
Thus, traits of leaders and followers can combine to produce a negative effect and so the dark side of leadership could affect the organizational outcomes. If there is something dysfunctional in the personality of leaders then we can expect that it also affects followers. Due to this, leadership is a dynamic process that involves the relationship between leaders and followers so it is very important to study the role of the followers in the dark side of leadership.
Clements and Washbush asserted that followers could decrease the synergy produced in the interaction between leaders and followers. Furthermore, followers could in some way, desire and reinforce the practices of dark leaders although without being aware that these behaviors could be adverse. In this regard, McKee et al. According to this study, psychopathy is the strongest predictor of accepting the behavior of leaders with high traits of psychopathy.
Regarding the workplace it can be asserted that negative leadership can be seen as a destructive way to lead. These leaders give priority to organizational goals they want to achieve even if these goals are destructive or are not coherent with the interests of the company Krasikova et al. Although negative leadership could be seen as a result of the interaction between contextual and individual characteristics, it could be asserted that extremely greedy organizations are usually led by negative leaders Alvinius et al.
As a result, negative organizations are characterized by a lack of confidence in the organization, weak linkage between employees and their company, selfishness, tough stance towards workers, discrimination, bullying, anxiety, security risks, cuts in resources, over-demand in tasks and compromise the psychological and physical resources of employees among others Alvinius et al.
Recently Jonason, Wee, Li, and Jackson found that the dark triad traits involved psychological mechanisms that may be beneficial under some circumstances. As can be seen, this issue needs to be better understood because there is no academic consensus in this regard. Finally, results show that perceptions of aversive or abusive leadership are negatively related to the job satisfaction of followers, Bligh et al. The dark side of leadership is a less common approach to leadership in the organizational field of knowledge.
Due to its implications on employees, organizational processes and successful companies, this topic should be further studied providing empirical evidences. There is no academic consensus yet about the effects of negative leaders neither in companies nor employees. Thus, the dark side may have a brighter and darker side instead of being just black and white. This finding offers a new perspective that should be studied, considering these phenomena a scale of grays. Even more, in some cases these leaders have being called pseudo-transformational but in other cases they can be transformational with a dark side.
According to the literature the dark traits are related in a natural way to the emergence of leadership, this being understood as an influential process. However, psychopathy seems to be the darker trait. Narcissism and Machiavellianism may have their own brighter side showing favorable effects related to the effectiveness of leadership.
Nevertheless, Psychopathic and Machiavellian traits have a double fold that should be identified and controlled in both leaders and followers.
In sum, studying leaders and their characteristics is still necessary, as well as to understand how these traits from the so-called dark triad of personality affect and are influenced by other organizational variables such as the personality of followers. Negative organizations: Antecedents of negative leadership.
In: D. Woycheshin Eds. Negative leadership: International perspectives. Corporate psychopathy: Talking the walk. Behavioral Sciences and the Law, 28, — The assessment of dangerous and severe personality disorder: Service use, cost, and consequences.
Machiavellians' motives in organizational citizenship behavior. Applied Psychology: An International Review, 56 4 , — Corporate psychopaths and organizational type. Journal of Public Affairs , 10 4 , — Beyond the dark side of executive psychology: Current research and new directions. European Management Journal, 28 5 , — The relation between work—family conflict and job satisfaction: A finer-grained analysis. Journal of Vocational Behavior, 60 3 , — Bill Gates a Machiavellian leader due to the various contributions that he has made in the world of technology.
He is regarded as a brilliant Machiavellian leader who offers modern leadership. Yes, He was very charismatic. Rosa parks was a Charismatic Leader Amy said that her dad is a charismatic leader. Richard from Shakespeare's play Richard III is a Machiavellian leader because he pretends to be godly and moral but will stop at nothing to get what he wants. He pretends to be religious but he is acting like a devil.
Educated, Charismatic, Empathetic. He was both popular and charismatic. A matter of opinion. A Charismatic leader? Barack Obama if deffinitely one. Eugene Debs. Yes, he was a charismatic leader. Log in. The Difference Between. Study now. See Answer. Best Answer. Study guides. The Difference Between 20 cards. A survey question that asks you to write a brief explanation is called.
Auto correlation and cross correlation. If a married man cheats does that mean there are problems in his marriage. The nature-nurture question asks whether. Poetry 22 cards. What is figurative language. Why do poets use sound effects. What is the difference between a poetic line and a sentence.
How is a simile different from other types of figurative language. How to manage human performance? English Deutsch. All Management Learning Resources Machiavellianism. By Dr. Annette Towler , Why you should care about Machiavellianism While the term "Machiavellian" may be inspired by an author from the 16th century, Machiavellians are common in all kinds of settings. Contents Why you should care about Machiavellianism What is Machiavellianism?
Using strategies to gain power and prestige Machiavellian leaders maximise their personal power Moral and ethical standards do not matter to Machiavellians.
The Mach-IV inventory helps assess Machiavellian traits There are four ways to identify a Machiavellian Machiavellians use certain strategic behaviors. What is Machiavellianism? Machiavellian leaders maximise their personal power Machiavelli encourages leaders to lie, manipulate and use coercive persuasion to serve their own needs.
Moral and ethical standards do not matter to Machiavellians Machiavellians have little regard in adhering to moral or ethical standards. How do we recognize Machiavellianism? There are four ways to identify a Machiavellian Empirical research suggests several ways to spot a Machiavellian in the workplace. Machiavellians perform well in work environments where the rules are ambiguous ; for example, places where there is an emphasis on creativity can be ambiguous because the nature of innovation and creativity is chaotic leading to ambiguity on what is required.
Machiavellians are unable to show the full range of emotions and can appear detached from situations. Initially, Machiavellians will be charismatic and friendly.
Machiavellians perform well in competitive environments and initially, colleagues will find Machiavellians friendly because they use soft tactics to gain commitment Jonason et al. However, over time, Machiavellians tend to lose favour as colleagues detect the inauthenticity of their actions. Unlike narcissists, Machiavellians do not have to be the center of attention and are satisfied as being puppeteers, who pull the strings. They try to minimize the influence of others and withhold knowledge with colleagues.
They use manipulation to reach their goals while scheming for personal benefit. They tend to compete rather than be cooperative Schyns et al, Within the workplace they will also entice coworkers to engage in risky behaviors and will try to seduce their coworkers or supervisors into romantic relationships to suit their own ends Schyns et al. How to cope with Machiavellians There are several ways to deal with Machiavellians and certain behaviors to avoid.
Accept your limitations Because Machiavellianism is a personality trait Furnham et al. Engage in self-compassion Machiavellians tend to prey on those who are kind and considerate.
Rely on trusted colleagues It is important to talk with colleagues, whom you trust so you can break away from the grip of the Machiavellian. Engage in a mastery mindset Machiavellians want to win so it is important that you also focus on your work goals and not be blind-sided by their manipulative strategies.
Focus on work-based conversations When conversing with a Machiavellian, it is important to discuss work-based topics. Combatting Machiavellianism by being authentic The most important advice is to remember your core values and to adhere to principles and set objectives that meet these values. Key recommendations for professionals Be aware of and wary about leaders, co-workers or others with dark personality traits Understand the key components of Machiavellianism and keep an eye out for individuals who pull the strings in the background, who try and influence others, manipulate them, and who try to initiate risky behavior in others.
Protect yourself from the negative effects of Machiavellians by setting boundaries, keeping a distance and being wary of how they could be exploiting your own vulnerabilities.
Focus on work-based topics when conversing with a Machiavellian at work. Build a support network of trusted colleagues and allies.
Harbour and invest in building and nurturing positive personality traits that help nurture healthy relationships. References and further reading Amorim, A. Tags : Dark traits , Machiavellianism , Personality. About the Author. Annette was born in England and now lives in the United States. She worked in the public and private sector for many years, primarily as a management trainer. The dark side of leadership: How bad leaders can destroy organizations and undermine their followers.
0コメント