Showing one's true colors
Leader Machiavellianism, rules and instrumental climate, and abusive supervision
Bibliographic Data
| ID | 12168221 |
|---|---|
| Authors | Annebel H B De Hoogh (0000-0002-1709-6833, Amsterdam Business School, Leadership and Management University of Amsterdam Amsterdam Netherlands, corresponding author), Deanne N Den Hartog (0000-0003-0179-4052, Amsterdam Business School, Leadership and Management University of Amsterdam Amsterdam Netherlands), Frank D Belschak (0000-0002-2512-3037, Amsterdam Business School, Leadership and Management University of Amsterdam Amsterdam Netherlands) |
| Year | 2021 |
| Volume | 42 |
| Issue | 7 |
| Pages | 851-866 |
| Publication date | 2021-05-19 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/job.2536 |
| OpenAlex | W3160248688 |
| Language | EN |
| Citations received | 26 |
| References cited | 105 |
Machiavellian (Mach) leaders' tendency to engage in hostile, abusive behavior is destructive for followers and organizations. Yet previous studies suggest that Machs do not always show negative leader behaviors such as abusive supervision. Drawing on trait activation theory, we propose that the manifestation of Mach trait‐relevant behavior depends upon contextual cues from the psychological work climate. Specifically, we argue that a low rule climate or a high instrumental climate offers relevant cues for Mach trait expression. We find support for our hypotheses in two studies of 219 and 183 leader–follower dyads. Both for a low rule climate and a high instrumental climate, leader Machiavellianism is positively related to leader abusive supervision, which, in turn, is negatively related to subordinate OCB and positively related to subordinate emotional exhaustion. However, when rule climate is high or instrumental climate is low, Mach behavior is not expressed, and thus, there is no indirect effect of leader Machiavellianism on follower OCB and emotional exhaustion through leader abusive supervision. Thus, our study shows that the psychological work climate is critical for the expression of leader Machiavellianism in abusive behavior and the related negative consequences to occur
Abusive supervision · Big Five personality traits · Machiavellianism · Personality · Trait · Cultural Differences and Values · Job Satisfaction and Organizational Behavior · Personality Traits and Psychology · Psychology · Social Psychology
Energized or Exhausted? How Leader Antagonistic Machiavellianism Shapes the Charismatic Consequences of Autonomy
Effect of organizational ethical self-interest climate on unethical accounting behaviour with two different motivations in China
Bridging the gaps
Could unlocking employee resilience be considered a potential path to achieving workplace success
A self-protection perspective on the antecedents of exploitative leadership
How does goal orientation affect employees’ perception of abusive supervisors
Change is Coming, Time to Undermine? Examining the Countervailing Effects of Anticipated Organizational Change and Coworker Exchange Quality on the Relationship Between Machiavellianism and Social Undermining at Work
No Time for Ethics
Why and When Leaders Are Exploitative? The Interactive Roles of Machiavellianism and Accountability
Wolves in Sheep’s Clothing
Will a Moral Follower Please Stand Up (to the Machiavellian Leader)? The Effects of Machiavellian Leadership on Moral Anger and Whistleblowing
When Vulnerable Narcissists Take the Lead
Can Job Stressors Activate Amoral Manipulation? A Weekly Diary Study
The Effects of Employee Dark Triad Traits and Leadership Styles on Work-Related Outcomes in China
CSR is not a panacea
Emotional contagion in virtual leadership
The Indirect Relationship Between Religious Practices and Egoism at Work Through Dark-Triad Traits? A Sample of Polish Employees
The Relationships Between Religiosity, Humility, and the Dark Triad Traits in Polish Employees
Rise of the Dark Side
How and when task proficiency benefits from leader negative feedback
Perfectionism at Work
In the Service of the Prince
Sustaining Engagement
Middle power plays
Abusive supervision and emotional labour on a daily basis
The (in)distinguishability of Machiavellianism and psychopathy? Discovering the daily dynamics
Organizational Citizenship Behavior
Individual- and organizational-level consequences of organizational citizenship behaviors
Understanding “It Depends” in Organizational Research
Applicant Personality, Organizational Culture, and Organization Attraction
Understanding Tokenism
The Person–Situation Debate Revisited
Potential Problems in the Statistical Control of Variables in Organizational Research
Helping and Voice Extra-Role Behaviors
Abusive supervision, intentions to quit, and employees’ workplace deviance
A personality trait-based interactionist model of job performance.
The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors.
Beyond the individual victim
Abusive supervision and subordinates' organizational citizenship behavior.
The Development and Validation of a New Machiavellianism Scale
A meta-analysis of the Dark Triad and work behavior
Continuities and Extensions of Ethical Climate Theory
The nature and dimensionality of organizational citizenship behavior
Social Undermining in the Workplace.
Organizational Citizenship Behaviors
Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice.
Leaders, Values, and Organizational Climate
Relationships between bullying behaviours and the Dark Triad
Antecedents of Abusive Supervision
Methods for integrating moderation and mediation
Cutoff criteria for fit indexes in covariance structure analysis
Addressing Moderated Mediation Hypotheses
Proposing a Multidimensional Machiavellianism Conceptualization
Machiavellianism and Emergent Leadership in a Management Simulation
Choice of influence tactics
Bridging the gap between green behavioral intentions and employee green behavior
Are the costs worth the benefits? Shared perception and the aggregation of organizational climate ratings
When the going gets tough
I owe you one
Abusive supervision and feedback avoidance
Emotional exhaustion and job performance
Situation Trait Relevance, Trait Expression, and Cross-Situational Consistency
Using the Machiavellianism instrument to predict trustworthiness in a bargaining game
The Dark Triad of personality
In pursuit of power
Lewin, Situations, and Interdependence
Machiavellianism and deception
On the interface of cognition and personality
Goodness-of-fit indexes in confirmatory factor analysis
Flies in the ointment
The measurement of experienced burnout
Behavior as a function of the situation
Conservation of resources
Workplace Victimization
Gender differences in burnout
The Presence of Others, Prosocial Traits, Machiavellianism
Machiavellianism
The Prince
The Performance of RMSEA in Models With Small Degrees of Freedom
| Unique citing works | 26 |
|---|---|
| Citations per year | 6,5 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 26 |