Re‐Examining Machiavelli: A Three‐Dimensional Model of Machiavellianism in the Workplace

By Stacey R. Kessler, Adam C. Bandelli, Paul E. Spector, W. C. Borman, C. Nelson, Lisa M. Penney. 2010

189 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/50f1d4515f9b23f112cadbaf057ac2df463a62fe

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Citations in the corpus

The Dark Triad of Personality: A 10 Year Review (2013, background): “12018 to expand the original conception with multi-dimensional (Rauthmann & Will, 2011) and workplace-specific versions (Kessler et al., 2010).”
Not Enough of a ‘Dark’ Trait? Linking Machiavellianism to Job Performance (2013, background): “From this perspective, linking Machiavellianism specifically to social influence theory, which suggests that ‘social influencing actions in organisations sometimes arise out of the need for workers to intentionally create or change the perceptions of their superiors and co-workers’ (Nagy, Kacmar, & ”
Do Bad Guys Get Ahead or Fall Behind? Relationships of the Dark Triad of Personality With Objective and Subjective Career Success (2016, background): “Furthermore, they tend to focus on maintaining and broadening power (Kessler et al., 2010), strive for control, and have a desire for status (Dahling et al., 2008).”
Relationships Between Machiavellianism, Organizational Culture, and Workplace Bullying: Emotional Abuse from the Target’s and the Perpetrator’s Perspective (2014, background): “Recently, researchers have shown an increased interest in the impact of Machiavellianism on organizational life (Zettler and Solga 2013; Den Hartog and Belschak 2012; Zettler et al. 2011; Kessler et al. 2010).”
The Dark Triad at work: How toxic employees get their way (2012, background): “…organizational, supervisor, and team commitment (Zettler, Friedrich, & Hilbig, 2011), along with a tendency to be perceived as abusive by subordinates (Kiazad, Restubog, Zagenczyk, Kiewitz, & Tang, 2010) and to focus on maintaining power and using manipulative behaviors (Kessler et al., 2010).”
Employee Machiavellianism to Unethical Behavior (2017, background): “Indeed, research on Mach in the workplace suggests that those high in Mach are not always deceitful and exploitive but instead disregard moral standards only when it is convenient and when engaging in such behavior is expected to result in personal gain (Dahling et al., 2009; Kessler et al., 2010).”
Occupational niches and the Dark Triad traits (2014, background): “Machiavellianism is associated with less organizational, supervisor, and team commitment (Zettler, Friedrich, & Hilbig, 2011), along with a tendency to be perceived as abusive by subordinates (Kiazad, Restubog, Zagenczyk, Kiewitz, & Tang, 2010) and to focus on maintaining power and using manipulativ”