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Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered.

Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model.

The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high.

The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence.

This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.

The present paper intends to study the relationship between Machiavellianism and effectiveness. It investigates the parallel mediating effects of self-esteem and ethical leadership on Machiavellianism and leader effectiveness.

The study was administered to 260 managers from the banking sector. Statistical tools, like descriptive statistics, Pearson product moment correlation, reliability analysis, validity analysis and parallel-mediated regression analysis, were used to analyze the data. Drawing from the conservation of resource (COR) theory, a parallel mediation model was empirically tested.

The study found a negative association between Machiavellianism and leader effectiveness, and the parallel mediating impact of self-esteem and ethical leadership reduced the impact of Machiavellianism on leader effectiveness.

The work suggests that the banking sector leaders can adapt ethical behaviors to create positive leader–member relations contributing to increased organizational efficiency and productivity.

The unique contribution of the study includes determining the mediating roles of self-esteem and ethical leadership, especially in the Indian context. Despite the availability of past studies on the constructs, the studies on the parallel mediating relationship between Machiavellianism and effectiveness was limited.

This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.

Drawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams.

The results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders.

To the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.

本文旨在探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響領導效能。

我們根據特質激活理論和領導動機理論、建立了一個假設，這個假設就是： 僕人式領導行為對感知的領導效能所產生並顯示出來的影響、是會視乎團隊是高/強馬基雅維利主義，還是低/弱馬基雅維利主義而有所分別的。若團隊的領導者是低/弱馬基雅維利主義的話，僕人式領導行為大概會與使用合作的方式去處理團隊衝突有相互之關聯，這會提高僱員對領導效能的評分。與此相反，若團隊的領導者是高/強馬基雅維利主義的話，這調節作用和角色將會因馬基雅維利主義的特質與合作的環境之間存在著不協調而消失。我們進行了一個兩波的、以及基於調查的研究，在這研究中，我們利用管理者和員工相應的樣本來測試各個假設;這些樣本包括91個團隊內的310名員工及其領導者。

研究結果顯示、僕人式領導行為對領導效能會產生積極的影響，而這影響是透過以合作方式管理團隊衝突而產生的，亦沒有對領導者的馬基雅維利主義特質加以管控。我們進一步的分析顯示、這調節機制只會在由低/弱馬基雅維利主義的領導者領導的團隊內顯得強烈和顯著，但若領導者是高/強馬基雅維利主義的話，情況就不一樣了。

盡我們所知，本研究為首個研究、去探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響感知的領導效能。

Drawing on the conservation of resources theory, the present research paper examines the moderating role of leaders' Machiavellianism in the relationships between the desire for promotion, workplace anxiety and exploitative leadership.

The authors collected matched time-lagged data from part-time MBA students and their subordinates. The subordinate questionnaires were paired and coded by the researchers and then directly distributed and instructed to be filled out, which would not be known to the MBA students. The final sample size came to 370 leader-subordinate dyads. The data were analyzed using SPSS 24 and Mplus 7.0.

Leaders' desire for promotion is positively related to exploitative leadership via workplace anxiety. Furthermore, this mediating effect is significant when Machiavellianism is high, but not when Machiavellianism is low.

For business ethics scholars and practitioners, this study points out that leaders with a desire for promotion can produce workplace anxiety, lead to subordinates' perception of exploitative leadership and how this process varies by key personality trait—Machiavellianism.

This study aims at analyzing the detrimental cross-level serial effects of leaders' Machiavellianism and abusive supervision on subordinates' burnout and task performance. The general aggression model and conservation of resources theory guide our research model.

The authors developed a multilevel design and used multisource data. The authors collected data from 50 bank branches located in Pakistan. A total of 50 branch supervisors participated, which yielded 200 supervisor-subordinate dyads. Machiavellianism was self-assessed by the supervisors who further rated the specific task performance of each of their respective subordinates. Burnout and abusive supervision ratings were provided by the subordinates. Abusive supervision scores were aggregated at the group level.

Machiavellianism has an indirect negative effect on individual-level task performance through the serial cross-level mediating effects of abusive supervision at the group level and attendant individual-level burnout.

Findings provide practical implications for the management of task performance and human resources.

This study offers a comprehensive cross-level model to analyze the effect of Machiavellianism on group-level and individual-level outcomes known to affect the effectiveness of leaders.

The objective of this study is to examine the predicting role of Machiavellianism, locus of control and moral identity on ethical leadership. This study also assessed the moderating role of ethical role modelling in the linkage between Machiavellianism, locus of control, moral identity and ethical leadership.

A total of 202 public service leaders in Malaysia participated in the study. A quantitative study was conducted and structural equation modelling was used to test the hypotheses.

Moral identity poses a substantial influence on ethical leadership. Ethical role modelling is a significant moderator in the association between moral identity and ethical leadership.

This study contributes to the social learning theory by assessing Machiavellianism, locus of control and moral identity as the predictors of ethical leadership among public service leaders in Malaysia. Future study can be further extended to both managerial and support staff to understand the ethical phenomenon in Malaysian public sector.

The study highlights the need for public sector to give considerable attention to moral identity in boosting ethical leadership among public service leaders in Malaysia's public sector. Furthermore, the element of ethical role modelling should not be neglected as this factor is a valid moderator in nurturing ethical leadership among public service leaders.

The study deepens the knowledge on the importance of ethical role modelling as a moderator in assessing the influence of the predictors on ethical leadership. Further, this study demonstrates that public service leaders who reported high moral identity would have higher ethical leadership if they experienced good ethical role modelling.

This study aims to build a moderated mediation model to investigate the roles that trust in the leader and follower Machiavellianism can play in the relationship between moral disengagement of the leader and hiding of knowledge of the followers.

Data were gathered from eight universities in Turkey using a set of 72 matched leader (dean)–follower (faculty member) questionnaires. The hypotheses were tested with multiple regression, moderated regression and bootstrapping analyses.

The findings reveal that leader moral disengagement positively influences follower knowledge hiding, while trust in the leader mediates this influence and follower Machiavellianism not only moderates the relationship between leader moral disengagement and trust in the leader but also reduces the indirect relationship between leader moral disengagement and follower knowledge hiding through trust in the leader.

Even though measurements of research variables were collected from different sources and with time separation, common method bias might have existed. Also, this research is carried out in a single cultural context posing the issue of the generalizability of our findings to other cultural contexts.

The main contribution of this study is to construct and investigate a conceptual model that focuses on the possible effect of moral disengagement of the leader on knowledge hiding by the followers. Also, by supporting the mediating role of trust in the leader, this research reveals that followers of leaders with high moral disengagement are more prone to indulge in the hiding of knowledge. Moreover, the moderating role of follower Machiavellianism, found in this study, provides an additional understanding that followers may vary in the degree to which they are sensitive to the leader's influence.

The purpose of the paper is to examine the impact of Machiavellian leadership and organisational cynicism on the emotional exhaustion of employees.

Survey data were collected from 463 employees of Slovenian municipalities. Surveys were used to collect Machiavellianism, organisational cynicism and emotional exhaustion data. Hypotheses were verified by means of three methods: the contingency table, χ² test and Pearson coefficient.

Machiavellian leadership has an impact both on the presence of emotional exhaustion and organisational cynicism. According to the results, both Machiavellianism and organisational cynicism have a direct linear impact on the increase of emotional exhaustion.

The findings of the research were formulated on the basis of a survey conducted according to a self-assessment online survey.

Even though the concept of Machiavellianism was developed 500 years ago, the existing literature suggests that it continues to be relevant in modern times, most frequently in terms of examining the way leaders establish their power and adopt (un)ethical leadership practices and the implications their behaviour has on their direct working environment. Only select authors have examined Machiavellianism in correlation with organisational cynicism and emotional exhaustion, with an emphasis on the public sector. Due to a lack of research conducted on the subject, the main research challenge was to establish actual correlations between the three factors above.

Two studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs. non-SL), leaders' Machiavellianism (H-Mach vs L-Mach), and leaders' gender (male vs. female), and measured leadership effectiveness. The second study is a survey study that collected data from employees regarding their interaction with supervisors and their perceptions of supervisors' leadership behaviors.

Leadership behaviors can correspond to or deviate from leaders' personality traits. This study aims to study the interplay of two seemingly opposite constructs in leadership – a power-pursuing and manipulation-oriented trait (i.e. Machiavellianism) and an other-oriented leadership style (i.e. servant leadership behaviors) by examining whether the effect of servant leadership behaviors on perceived leadership effectiveness varies across high and low levels of Machiavellian traits. Furthermore, built upon gender role congruency theory, the researchers pay particular attention to the (leader) gender's role in the paradox of Machiavellian traits and servant leadership behaviors.

Results from the two studies show that the relationship between servant leadership behaviors and followers' ratings of leaders' effectiveness varies with leaders' Machiavellian traits. More engagement in servant leadership behaviors serves as a remedy for high-Mach leaders to achieve leadership effectiveness, and this remedy effect tends to be greater for women leaders.

To the authors' best knowledge, this is one of the first attempts that examine the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. The authors also contribute to the gender leadership literature by providing evidence for the contingencies of leaders' genders when employees evaluate leadership effectiveness with consideration for the dual demands for agency and communion from women leaders.

During the past decade, there has been a steep increase in the scholarly literature on Machiavellian leadership. However, no systematic literature review has been conducted to synthesise, analyse and identify the trends, tensions and gaps in Machiavellian leadership. Therefore, the authors examine empirical studies published in peer-reviewed journals since 2000, with an impact factor of Q2 or above in the SCImago ranking list. This paper aims to discuss the aforementioned objective.

Using the systematic literature review approach, a review protocol was developed to define the focus of the study, the search strategy and the criteria for inclusion and exclusion of studies in the review process. The authors developed a keyword search query using terms “Machiavellian” OR “Dark Triads” and “leadership”. The authors’ search was limited to publications in the English language and with the search terms in either the abstract or keywords of the publication. The review consisted of 576 peer-reviewed scholarly journal articles, out of which 53 articles were selected for the final analysis.

The analysis reveals how the unidimensional nature of most studies and limited contextual and ontological orientations curtail the development of the relational perspective of Machiavellian leadership. The authors propose a way forward, new insights and opportunities for future research in the field.

This is the first systematic literature review on Machiavellian leadership. Although the research in Machiavellian leadership is reaching a stage of maturity, this review exposes limitations and gaps in research.