Abstract
Despite the negative connotation of Machiavellianism, Machs are found in all kinds of organization and at almost all levels. How they function in organizations is worth examining. The present study explored the relationship between Machiavellianism and Task-Oriented Leadership. Job autonomy was also hypothesized as a moderator, impacting the relationship between the two variables. The sample for the study comprised of middle level managers working for different organizations in and around National Capital Region, Delhi, India. Machiavellian Personality scale (MPS), Task oriented Leadership style questionnaire, and Work autonomy scale were used to collect data. The data was analyzed with the help of SPSS V-21 and Process Hayes macros. Results revealed a significant positive relationship between Machiavellianism and Task-oriented leadership. Also, the relationship between the two constructs was moderated by high and average level of job autonomy.
Highlights
The underlying assumption of this technique is that if a substantial amount of common method variance is present, it will manifest in two ways: (1) a single factor will emerge from the factor analysis or (2) one factor will account for most of the covariance among the measures
The present research examined the relationship between Machiavellianism and task-oriented leadership directly as well as in interaction with job autonomy
The results showed that Machiavellians would manifest task-oriented leadership especially when job autonomy is high or average
Summary
Machiavellianism, known for negative outcomes, is found in almost all organizations and at every level, such as, academics (Gürer and Çiftçi 2018), hospitals (Gkorezis et al 2015), private sector (Rehman and Shahnawaz 2018), medical staff (Bratek et al 2015), politicians (Silvester et al 2013), police (Papazoglou et al 2019), attorneys (Valentine and Fleischman 2003), athletes (Mirzaaghazadeh et al 2016) and in prospective employees/students (Rehman et al 2018). Cynical worldview and usage of manipulative tactics make the core of Machiavellianism (Christie and Gies 1970) They are known for “Desire for status,” and “Desire for control” (Dahling et al 2009). Machiavellians are suited for modern day businesses (Galie and Bopst 2006) as they prefer to be in leadership roles having status and desire for control over others and situations. They manipulate and use people to get the work done in the organization (Dahling et al 2012). Given the nature of Machiavellian people, the current research is an attempt to understand how they effectively manage to stay in organizations, work, and lead or manage people
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