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This research examines the relationships among the types of self-serving political messages sent in organizations, the channels through which they are sent, and the targets to whom they are sent. Two theoretical streams converge in this study: Communication as Political Behavior and Media Usage Theory. A review and synthesis of these two bodies of literature yielded three hypotheses, each of which received strong statistical support. The data suggest that the process of encoding and transmitting self-serving messages is strongly related to (...) |
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Little attention has been paid to the role which impression management (IM) of genuine and substantial talents and commitment plays in the careers of female and male managers seeking promotion. IM studies have largely investigated the supervisor/subordinate relationship, often with samples of business students in laboratory settings. In the Cranfield Centre for Developing Women Business Leaders, we have focused on the use of IM by practising managers. In this paper, we examine previous literature for indications that gender may be important (...) |
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This article investigates the effects of Machiavellianism (MACH) on sales performance. Results indicate that those who possess high Machiavellian traits are more productive but received lower overall managerial ratings. Findings suggest that Machiavellianism may in certain circumstances, be somewhat advantageous for long-term sales performance. |
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Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female leadership (...) |
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Using a 2×2×2 experimental design, the effects of situational and individual variables on individuals' intentions to act unethically were investigated. Specifically examined were three situational variables: (1) quality of the work experience (good versus poor), (2) peer influences (unethical versus ethical), and (3) managerial influences (unethical versus ethical), and three individual variables: (4) locus of control, (5) Machiavellianism, and (6) gender, on individuals' behavioral intentions in an ethically ambiguous dilemma in an work setting. Experiment 1 revealed main effects for quality (...) |
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Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. (...) |
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The aim of this study is to contribute to a conceptualization of organizational politics that underscores the possibility of developing positive political behavior at the workplace. In this respect, we seek to provide a context of re-evaluating the normative foundations of organizational politics. Normative issues are critically discussed in the context of mainstream ethical theories that illuminate the interaction of ethics and political behavior. More specifically, it is argued that a deontological framework is of particular importance for the proper management (...) |
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Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. (...) |
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