Relations of Machiavellianism with emotional blackmail orientation of salespeople

Chen, Shiou‐Yu

doi:10.1016/j.sbspro.2010.07.091

Cited by 17 publications

(11 citation statements)

References 22 publications

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“…In this vein, Christie and Geis (1970) already argued that Machiavellians possess an unethical attitude, display a lack of affect in interpersonal relationships, perceive of others solely as tools, and are strongly goal-oriented but shortsighted beyond their immediate goals. Compared to those low in Mach, employees who are high in Mach are more manipulative, win more, are more persuasive (Christie and Geis 1970;Schepers 2003), have a higher internal locus of control (Gable and Dangello 1994), and engage in more emotional blackmail (Chen 2010). Geis and Moon (1981) found that high Machs are very convincing liars.…”

Section: Machiavellian Employeesmentioning

confidence: 99%

“…Due to its manipulative and amoral side, Mach is usually described in a negative light and has attracted attention in work on organizational behavior (e.g., Belschak et al 2015 ; Dahling et al 2009 , 2012 ) as well as business ethics (e.g., Den Hartog and Belschak 2012 ; Ricks and Fraedrich 1999 ; Schepers 2003 ). Machs are convincing liars and manipulators, who are less sensitive to ethical issues (e.g., Schepers 2003 ) and are found in any type of organization, even charitable organizations (Smith et al 2009 ; Chen 2010 ). Thus, understanding how they impact others and organizations is important, and recent research has focused on how such “dark” personality traits in organizational members affect different types of organizational outcomes (Harms et al 2011 ; Judge et al 2009 ; Kuyumcu and Dahling 2014 ).…”

Section: Introductionmentioning

confidence: 99%

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Birds of a Feather can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders

2016

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Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when such followers experience Machiavellian leadership. Thus, we test a moderated mediation model assessing whether Machiavellianism affects employees and whether combining Machiavellian leaders and Machiavellian employees is toxic in the sense of exacerbating the negative impact of Machiavellianism on employee trust. Results do not support the proposed conditional indirect effect of trust for either stress or unethical behavior. Instead, we find a conditional direct effect of employee Machiavellianism on both trust and stress: When Machiavellian employees have Machiavellian leaders, their trust in their leader significantly decreases, and their level of stress significantly increases. We also find support for an unconditional indirect effect of trust for employee stress (but not for unethical work behaviors), Machiavellianism in employees relates to stress via lowered trust in the leader. For unethical behavior, we only find a main effect of employee Machiavellianism.

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Section: Machiavellian Employeesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Birds of a Feather can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders

2016

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“…Being one of the so-called "Dark Triad" personality traits, i.e. Machiavellianism, narcissism, and psychopathy (Paulhus & Williams, 2002), in modern psychology, Machiavellianism has come to be associated with tendencies to disdain conventional morality, lack empathy and sincerity, manipulate or exploit others in tic (Ragsdale & Brandau-Brown, 2005;Jonason & Kavanagh, 2010) and working (Chen, 2010;Kiazad et al, 2010) relationships, too. In particular, recent research findings have indicated that employees high in Machiavellianism are quite disruptive to the effective functioning of organizations (Dahling et al, 2009;Kessler et al, 2010;Kish-Gephart et al, 2010;O'Boyle et al, 2012).…”

Section: Machiavellianismmentioning

confidence: 99%

Machiavellianism and Elicitation of Self-Disclosure in a Competitive Friendship

Lo¹

2021

PSYCH

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The present study investigated the influence of Machiavellianism and friendship competition on the elicitation of self-disclosure from others within friendship dyads. Male (N = 120) and female (N = 70) participants aged 17 to 60 years (M = 29.15, SD = 12.26) completed a questionnaire containing preliminary demographic questions, Mach IV Scale, Opener Scale and Interpersonal Competition Index. The regression analysis has revealed that Machiavellianism and friendship competition are reliable predictors of the ability to elicit self-disclosure from others, and these results coincide with those of correlation analysis. This study represents the very first attempt to investigate the Machiavellian personality correlates associated with the tendency to elicit self-disclosure from others, and its findings may help shed light upon the direction of future research.

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“…Moreover, High Machs are not only good at putting the blame upon others and low on forgiveness, but they are also deeply cynical and show a detached, controlling coolness (Christie & Geis, 1970;Paulhus & Williams, 2002;Lyons & Aitken, 2010). Due to the lack of emotional attachment, High Machs prefer not to establish close intimate relationships, but these relationships, including sexual (Jonason et al, 2009;McHoskey, 2001), romantic (Ragsdale & Brandau-Brown, 2005;Jonason & Kavanagh, 2010) and working (Chen, 2010;Kiazad et al, 2010) relationships, do provide them with opportunities for emotional manipulation, such as coercion and pleasure induction, and subsequent reward (Lyons & Aitken, 2010;Brewer, Abell, & Lyons, 2014). All in all, increasing attention has been drawn towards the study of Machiavellianism in recent years owing to its prominence in subclinical populations and influence on psychological adjustment (McHoskey, 1999;Martin et al, 2012).…”

Section: Machiavellianismmentioning

confidence: 99%

Machiavellianism and Intimacy Attitudes in the Interpersonal Relationships

Lo¹,

Ng²

2019

PSYCH

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The present study investigated the relation between Machiavellianism and intimacy attitudes in the interpersonal relationships. Male (N = 46) and female (N = 56) participants aged 18 to 51 years (M = 31.56, SD = 8.00) were recruited to complete a questionnaire containing Mach IV Scale (Christie & Geis, 1970) and Intimacy Attitude Scale-Revised (Amidon, Kumar, & Treadwell, 1983). The regression analysis has revealed that Machiavellianism is a reliable predictor of the intimacy attitude of an individual, and the hypothesis that Machiavellianism is negatively correlated with positive intimacy and positively correlated with negative intimacy has been confirmed.

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Relations of Machiavellianism with emotional blackmail orientation of salespeople

Cited by 17 publications

References 22 publications

Birds of a Feather can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders

Birds of a Feather can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders

Machiavellianism and Elicitation of Self-Disclosure in a Competitive Friendship

Machiavellianism and Intimacy Attitudes in the Interpersonal Relationships

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