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Frank D. Belschak [8]Frank Belschak [2]
  1.  91
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Den Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    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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  2.  46
    Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
    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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  3.  36
    Birds of a Feather Can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders.Frank D. Belschak, Rabiah S. Muhammad & Deanne N. Den Hartog - 2018 - Journal of Business Ethics 151 (3):613-626.
    Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when (...)
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  4.  18
    Birds of a Feather Can Butt Heads: When Machiavellian Employees Work with Machiavellian Leaders.Deanne Hartog, Rabiah Muhammad & Frank Belschak - 2018 - Journal of Business Ethics 151 (3):613-626.
    Machiavellians are manipulative and deceitful individuals willing to utilize any strategy or behavior needed to attain their goals. This study explores what occurs when Machiavellian employees have a Machiavellian leader with the same negative, manipulative disposition. We argue that Machiavellian employees have a negative worldview and are likely to trust their leaders less. This reduced trust likely results in these employees experiencing higher stress and engaging in more unethical behavior. In addition, we expect these negative relationships to be exacerbated when (...)
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  5.  41
    Angels and Demons: The Effect of Ethical Leadership on Machiavellian Employees’ Work Behaviors.Frank D. Belschak, Deanne N. Den Hartog & Annebel H. B. De Hoogh - 2018 - Frontiers in Psychology 9.
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  6.  15
    Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most.Barbara Nevicka, Annebel H. B. De Hoogh, Deanne N. Den Hartog & Frank D. Belschak - 2018 - Frontiers in Psychology 9.
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  7.  37
    (Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice.Gabriele Jacobs, Frank D. Belschak & Deanne N. Den Hartog - 2014 - Journal of Business Ethics 121 (1):1-14.
    Performance appraisals are widely used as an HR instrument. This study among 332 police officers examines the effects of performance appraisals from a behavioral ethics perspective. A mediation model relating justice perceptions of police officers’ last performance appraisal to their work affect, perceived supervisor and organizational support and, in turn, their ethical (pro-organizational proactive) and unethical (counterproductive) work behavior was tested empirically. The relationship between justice perceptions and both, ethical and unethical behavior was mediated by perceived support and work affect. (...)
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  8.  5
    Entrepreneurial Intentions of Teams: Sub-Dimensions of Machiavellianism Interact With Team Resilience.Michaéla C. Schippers, Andreas Rauch, Frank D. Belschak & Willem Hulsink - 2019 - Frontiers in Psychology 10.
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  9. Gender Differences in the Perceived Behavior of Narcissistic Leaders.Emma J. G. Van Gerven, Annebel H. B. De Hoogh, Deanne N. Den Hartog & Frank D. Belschak - 2022 - Frontiers in Psychology 13.
    Although narcissists often emerge as leaders, the relationship between leader narcissism and follower performance is ambiguous and often even found to be negative. For women, narcissism seems especially likely to lead to negative evaluations. Since narcissists have the tendency to be impulsive and change their minds on a whim, they may come across as inconsistent. We propose “inconsistent leader behavior” as a new mechanism in the relationship between leader narcissism and follower performance and argue that leader gender plays an important (...)
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  10.  16
    Exploring the Effect of Attachment Styles and Winning or Losing a Status Contest on Testosterone Levels.Willem J. Verbeke, Frank Belschak, Tsachi Ein-Dor, Richard P. Bagozzi & Michaéla Schippers - 2018 - Frontiers in Psychology 9.
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