Abstract: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 larg… Show more
“…Interestingly, even though self‐monitoring is related to status seeking, its relationship with need for approval follows a different pattern. Specifically, self‐monitoring and need for social approval showed correlations ranging between −0.21 (Sosik & Dinger, ) to 0.09 (Sendjaya, Pekerti, Härtel, Hirst, & Butarbutar, ) in organizational samples. In other words, there seems to be a distinction between seeking approval versus status and standing in relation to self‐monitoring.…”
Section: The Conceptualization and Theory Of Self‐monitoringmentioning
Summary
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions.
“…Interestingly, even though self‐monitoring is related to status seeking, its relationship with need for approval follows a different pattern. Specifically, self‐monitoring and need for social approval showed correlations ranging between −0.21 (Sosik & Dinger, ) to 0.09 (Sendjaya, Pekerti, Härtel, Hirst, & Butarbutar, ) in organizational samples. In other words, there seems to be a distinction between seeking approval versus status and standing in relation to self‐monitoring.…”
Section: The Conceptualization and Theory Of Self‐monitoringmentioning
Summary
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions.
“…Freyr's organizational members did appreciate working in a more structured environment with increased autonomy, yet they also came from high pain. It is not surprising that, under those conditions, the new CEO's more Machiavellian leadership style still produced results, which is an aspect that was also recently theorized about in the literature on authentic leadership (e.g., Sendjaya, Pekerti, Härtel, Hirst, & Butarbutar, ). Eventually, however, Freyr's organizational members did not fully adopt mature organizational structures, and overall, the firm continued to struggle operationally.There is no process or planning of projects.…”
Section: Change Facilitators In Professionalizing Threshold Firmsmentioning
Research summary
The transition from a founder‐led start‐up to a professionally managed firm entails significant change in the firm's organizational design. This transition can constitute a critical juncture for the entrepreneurial firm, and there is a risk of losing key talent. We posit that limiting the disruptive effect of changing organizational structures requires organizational members to not only adopt new roles but also embrace new behavioral norms regarding how the firm operates. We use an inductive multicase study paired with exogenous data on company morale to explore outcome variation in such transitional processes and elicit managerial strategies that can guide successful founder‐CEO succession and the accompanying organizational change of the entrepreneurial firm.
Managerial summary
Adapting the organizational structures of an entrepreneurial firm to match the needs of its expanding operations represents a critical moment in a firm's life. During this phase, the founder‐CEO is often replaced by a professional CEO. This event coupled with reorganization can be highly unsettling for the venture's workforce and can lead to turnover with negative performance implications. To minimize disruption, we studied change strategies employed by incoming professional CEOs. We find that most effective CEOs jointly use three change levers—change readiness activation, shared pathway creation, and founder legacy fairness—to help team members adapt to the new situation and align their behaviors with how mature firms operate.
“…Along with the stereotypical categories of Machiavellian and authentic leadership styles that are firmly established in the literature, in the current paper, we develop the observation that authenticity and Machiavellianism can coexist in the same individual (Sendjaya et al, ), giving rise to other leadership classifications. Even authentic values‐driven leaders sometimes incorporate deviant and immoral or Machiavellian behavior, in the interests of achieving a higher moral purpose or end.…”
mentioning
confidence: 72%
“…Scandals, such as the collapses of Enron and Lehman Brothers, precipitating the Global Financial Crisis in 2008, have turned the spotlight on the ethical conduct of leaders and the consequences of their actions. Mounting criticism questions leadership behaviors of acting primarily for self‐interest, ready to use any means to achieve personal ends, demonstrating a Machiavellian mode of behavior (Sendjaya, Pekerti, Härtel, Hirst, & Butarbutar, ). The term Machiavellianism is derived from Nicholas Machiavelli’s (1469–1527) work, The Prince, in which he analyzes the rises and falls of historical leaders from Greek, Roman, and Christian literature concluding “He who neglects what is done for what ought to be done, sooner effects his ruin than his preservation” (Machiavelli, , p. 117).…”
In a world increasingly critical of leadership, we propose a grid representing five primary leadership styles derived from Machiavellian and Authentic Leadership archetypes. We argue that Authenticity and Machiavellianism are independent constructs and not two sides of the same coin as implied in the literature. We conclude suggesting some implications of our grid for leadership accountability and decision‐making.
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