The Emotional Machiavellian: Interactions Between Leaders and Employees
研究了马基雅维利主义领导中的情绪过程，基于对斯里兰卡四家大型跨国建筑公司20名员工的访谈，发现马基雅维利主义影响领导者和员工的情绪，并促进双方关系发展。
This paper examines the emotional processes in Machiavellian leadership. The leadership literature portrays Machiavellians as 'dark' individuals that engage in unethical actions, causing employee dissatisfaction, distress, emotional exhaustion and high turnover. However, research has seldom questioned the processes behind these unethical and negative outcomes. This study explores Machiavellian emotional processes at multiple levels-within-persons and relational levels (between-persons and interpersonal interactions in organisations). In this study, emotions and leadership are not explored in isolation but as social processes that occur in relationships between leaders and employees in evolving organisational settings. This study draws on 20 participants from four large multi-national construction firms in Sri Lanka. Open-ended semi-structured interviews were conducted to explore the emotions of Machiavellians in organisations. The findings suggest that Machiavellianism influences leader and employee emotional processes. Furthermore, the emotional processes, influenced by Machiavellianism, appear to facilitate the development of leader and employee relationships and emotional experiences at within-persons and relational levels in organisations.