Machiavellian and Motivated: How Managers Can Turn Employee Selfishness into Pro-Organization Behavior

360px-Macchiavelli01Machiavelli famously argued that it is best to be both loved and feared, which is all good and well for a hypothetical prince, but what about for modern-day employees? Companies have long avoided employees who embody Machiavellian principles, labeling such behavior as selfish and manipulative. In their paper, “Leading Machiavellians: How to Translate Machiavellians’ Selfishness Into Pro-Organizational Behavior,” published in the November 2015 issue of Journal of Management, Frank D. Belschak of University of Amsterdam, Deanne N. Den Hartog of University of Amsterdam, and Karianne Kalshoven of Tilburg University challenge the notion that Machiavellian behavior should be discouraged and avoided. Rather, they argue that with the proper leader behavior, managers can transform Machiavellian behavior into proactive and productive organizational citizenship behavior.

The abstract:

Machiavellians are said to be manipulative JOM 41(3)_Covers.inddpeople who reduce the social capital of the organization. Yet some authors note that Machiavellians are also highly adaptive individuals who are able to contribute, cooperate, and use pro-social strategies when it is advantageous to them. Here we study whether transformational leader behavior can stimulate Machiavellian followers to engage in organizationally desirable behaviors such as challenging organizational citizenship behavior. We hypothesized and found in two multi-source field studies that transformational leadership moderates the relationship between Machiavellianism and challenging organizational citizenship behavior. In Study 2, we hypothesized a moderated mediation model and found that enhanced job autonomy and accompanying intrinsic motivation relating to transformational leadership explain (part of) the relationship between transformational leader behavior and challenging citizenship behavior of Machiavellian followers.

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Journal of Management Scholarly Impact Winners

We are pleased to highlight the 2013 Journal of Management Best Paper and Scholarly Impact Award winners!

The Scholarly Impact Award, given annually, recognizes works that leave a lasting impact on the academic community and beyond. This year’s awards were presented at the Academy of Management annual meeting in Orlando, Florida.

Our congratulations to the following winners:

jomScholarly Impact Award
Qin Yang, Ram Mudambi, and Klaus E. Meyer
Conventional and Reverse Knowledge Flows in Multinational Corporations, October 2008

Scholarly Impact Award and Best Paper Award
Blake E. Ashforth, Spencer H. Harrison, and Kevin G. Corley
Identification in Organizations: An Examination of Four Fundamental Questions, June 2008

Scholarly Impact Award
Sebastian Raisch and Julian Birkinshaw
Organizational Ambidexterity: Antecedents, Outcomes, and Moderators, June 2008

Scholarly Impact Award
John Mathieu, M. Travis Maynard, Tammy Rapp, and Lucy Gilson
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future, June 2008

Scholarly Impact Award
Fred O. Walumbwa, Bruce J. Avolio, William L. Gardner, Tara S. Wernsing, and Suzanne J. Peterson
Authentic Leadership: Development and Validation of a Theory-Based Measure, February 2008

New Additions to JOM Editor’s Choice

The Journal of Management (JOM) is committed to publishing scholarly empirical and theoretical research articles that have a high impact on the management field as a whole.

Editor’s Choice Collections highlights some of  the most important and influential articles of the management field. Currently, in the Articles of Interest section, there are seventeen categories to choose from, including Organizational Neuroscience, Work-family Conflict, Mentoring, CEO Compensation, and Corporate Social Responsibility/Sustainability, among others.

To see the other categories under Articles of Interest, as well as Review Issues, Best Paper Award Winners, and Special Issues, please click here.

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