90 managers from a High-tech firm self-administered the Mach IV questionnaire. Analysis showed no significant difference between the more Machiavellian-oriented managers and their less Machiavellian peers on either of two dimensions. The High Machs were not promoted more often nor did they expect to be promoted more often than Low Machs in this study. Machiavellian tendencies were not related to ‘career plateauing.’
Get full access to this article
View all access options for this article.
References
1.
CarnazzaJ. P.KormanA. K.FerenceT. R.StonerJ. A. F. (1981) Plateaued and non-plateaued managers in job performance. Journal of Management, 7, 7–25.
2.
ChristieR.GeisF. L. (1970) Studies in Machiavellianism. New York: Academic Press.
3.
FerenceT. P.StonerJ. A. F.WarrenE. K. (1977) Managing the career plateau. Academy of Management Review, 2, 602–612.
4.
GemmillG. R.HeislerW. J. (1972) Machiavellianism as a factor in managerial job strain, job satisfaction, and upward mobility. Academy of Management Journal, 15, 51–62.
5.
GutermanS. (1970) The Machiavellians. Lincoln, NE: Univer. of Nebraska Press.
6.
HeislerW. J.GemmillG. R. (1977) Machiavellianism, job satisfaction, job strain, and upward mobility: Some cross-organizational evidence. Psychological Reports, 41, 592–594.
7.
HuntS. D.ChonkoL. B. (1984) Marketing and machiavellianism. Journal of Marketing, 48, 30–42.
8.
JonesR. E.WhiteC. S. (1983) Relationships between machiavellianism, task orientation and team effectiveness. Psychological Reports, 53, 859–866.
9.
OkanesM. M.MurrayL. W. (1980) Achievement and machiavellianism among men and women managers. Psychological Reports, 46, 783–788.
10.
SlocumJ. W.Jr.CronW. L.HansenR. W.RawlingsS (1985) Business strategy and the management of plateaued employees. Academy of Management Journal, 28, 133–154.
