Abstract

This research aims to assess the level of manipulation of leaders and Machiavellian manifestations in the work process within selected socio-demographic characteristics of employees. Based on the described theoretical basis, three hypotheses were established. The hypotheses concern is examining the differences between manipulation and Machiavellian manifestations regarding employees’ residence (urban or rural), the sphere of the organization (private or public) in which they work, and the age of employees. The data were obtained through a questionnaire survey in which 123 respondents participated. The study involved methodological tools such as CASADI (Calculativness, Self-Assertion, Diplomacy) and MPS (Machiavellian Personality Scale). The new CASADI methodology identifies Machiavellian manifestations in business and managerial behavior. It contains statements that relate to the respondent’s opinion on manipulation between people. The MPS methodology was created for leaders in determining the level of their manipulation through four factors determining Machiavellianism. The survey results were evaluated through a t-test and Pearson’s correlation coefficient. The findings confirmed the differences in Self-Assertion, Desire for Control, and Distrust regarding respondents’ residence. The study of age differences recorded the statistical significance for the attribute of Diplomacy within Machiavellian manifestations and the attribute of Desire for social status within the manipulation of leaders. Within the differences between the private and public spheres, statistical significance was recorded for the attributes of Machiavellian manifestations of Computation and Self-Enforcement, and for the attributes of the manipulation of leaders Amorality, Desire for Control and Distrust of others. The research results indicated that employees living in the city might have a higher degree of Machiavellianism. It is reflected in their motivation for for-profit and the need to control others and not trust them. Research suggested that the rate of Machiavellianism decreases with age. In the case of the organization activity where the employee works, it was found that Machiavellian tendencies were more pronounced in employees of the private sphere.

Keywords: CASADI, Machiavellianism, manipulation, MPS, organization.

JEL Classification: M12, M54.

Cite as: Tomkova, A., Ondrijova, I., Ratnayake-Kascakova, D., & Nemec, J (2021). Leaders and machiavellian manifestations: workers’ innovation development and business performance. Marketing and Management of Innovations, 3, 23-31. https://doi.org/10.21272/mmi.2021.3-02

This work is licensed under a Creative Commons Attribution 4.0 International License

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