Does Machiavellian Leadership of HODs Hinder University Teachers’ Creativity? A Moderated-Mediation Model
Machiavellian Leadership and Creativity
Keywords:
Machiavellian leadership, enterprising tendency, leader-member exchange, creativity, Pakistan
Abstract
Machiavellian leadership, an emerging form of toxic leadership, has been noticed to have serious negative effects on organizations. Thus, expanding the literature on dark styles of leadership, this study specifically examines the mechanism via which Machiavellian leadership of departmental heads (HODs) may hinder university teachers’ creativity by considering the mediating effect of teachers’ enterprising tendency. Furthermore, the study considers leader-member exchange (LMX) as a moderator that buffers the dysfunctional effects of Machiavellian leadership. A dual-source data was collected from 303 teachers and 32 HODs of two leading universities in Islamabad. Findings from statistical analyses confirm that the Machiavellian leadership–creativity relationship is mediated by teachers enterprising tendency. Also, the Machiavellian leadership and enterprising tendency relationship is moderated by LMX, such that the relationship is more evident under higher levels of LMX. In total, this study’s findings expand the understanding regarding why, when and how Machiavellian leadership may hinder employees’ creativity.Downloads
View per year:
Download data is not yet available.
References
Bauer, T. N., & Erdogan, B. (Eds.). (2015). The Oxford handbook of leader-member exchange. Oxford: Oxford University Press.
Beck, R. C. (2003). Motivation: Theories and principles. New Delhi: Pearson Education India.
Boehe, D. M. (2016). Supervisory styles: A contingency framework. Studies in Higher Education, 41(3), 399-414.
Botero, I. C., & Van Dyne, L. (2009). Employee voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84-104.
Boulton, G., & Lucas, C. (2011). What are universities for?. Chinese Science Bulletin, 56(23), 2506-2517.
Cai, W., Lysova, E. I., Khapova, S. N., & Bossink, B. A. (2019). Does entrepreneurial leadership foster creativity among employees and teams? The mediating role of creative efficacy beliefs. Journal of Business and Psychology, 34(2), 203-217.
Caird, S. (1991). The enterprising tendency of occupational groups. International Small Business Journal, 9(4), 75-81.
Caird, S. (2013). General measure of enterprising tendency test. Retrieved from: http://oro.open.ac.uk/5393/2/Get2test_guide.pdf
Chan, S., & Yuen, M. (2014). Personal and environmental factors affecting teachers’ creativity-fostering practices in Hong Kong. Thinking Skills and Creativity, 12, 69-77.
Christie, R., & Geis, F. (1970). Scale construction. Studies in Machiavellianism, 34(4), 10-34.
Collard, P., & Looney, J. (2014). Nurturing creativity in education. European Journal of Education, 49(3), 348-364.
Cremin, T. (2017). Teaching creatively and teaching for creativity. In R. Breeze & C. Guinda (Eds.), Essential competencies for English-medium university teaching (pp. 99-110). Cham: Springer.
Dahling, J. J., Whitaker, B. G., & Levy, P. E. (2009). The development and validation of a new Machiavellianism scale. Journal of Management, 35(2), 219-257.
Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64(1), 7-52.
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618-634.
Doty, M. S., & Betz, N. E. (1979). Comparison of the concurrent validity of Holland’s theory for men and women in an enterprising occupation. Journal of Vocational Behavior, 15(2), 207-216.
Drory, A., & Gluskinos, U. M. (1980). Machiavellianism and leadership. Journal of Applied Psychology, 65(1), 81-86.
Fulk, J., Steinfield, C. W., Schmitz, J., & Power, J. G. (1987). A social information processing model of media use in organizations. Communication Research, 14(5), 529-552.
Furnham, A. (2016). The elephant in the boardroom: The causes of leadership derailment. Berlin: Springer.
Gelderen, M. V. (2000). Enterprising behaviour of ordinary people. European Journal of Work and Organizational Psychology, 9(1), 81-88.
Gkorezis, P., Petridou, E., & Krouklidou, T. (2015). The detrimental effect of Machiavellian leadership on employees’ emotional exhaustion: organizational cynicism as a mediator. Europe’s Journal of Psychology, 11(4), 619-631.
Gu, Q., Tang, T. L. P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513-529.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.
Holienka, M., & Holienková, J. (2014). Enterprising tendencies of management and psychology students: differences and common attributes. Comenius Management Review, 8(1), 39-52.
Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368-384.
Jyoti, J., & Bhau, S. (2015). Impact of transformational leadership on job performance: Mediating role of leader–member exchange and relational identification. Sage Open, 5(4), 1-13.
Karanika-Murray, M., Bartholomew, K. J., Williams, G. A., & Cox, T. (2015). Leader-Member Exchange across two hierarchical levels of leadership: concurrent influences on work characteristics and employee psychological health. Work & Stress, 29(1), 57-74.
Kurt, T., Duyar, I., & Çalik, T. (2011). Are we legitimate yet?: A closer look at the casual relationship mechanisms among principal leadership, teacher self-efficacy and collective efficacy. The Journal of Management Development, 31(1), 71-86.
Lee, A., Legood, A., Hughes, D., Tian, A. W., Newman, A., & Knight, C. (2020). Leadership, creativity and innovation: A meta-analytic review. European Journal of Work and Organizational Psychology, 29(1), 1-35.
Llic-balas, T., Tian, A. W., Meyer, J. P., & Pepper, S. (2019, July). Beyond the Full-range Leadership: Incremental Effects of Machiavellian Leadership in Predicting Trust. In Academy of Management Proceedings (Vol. 2019, No. 1, p. 14304). Briarcliff Manor, NY 10510: Academy of Management.
Lu, J., Zhang, Z., & Jia, M. (2019). Does servant leadership affect employees’ emotional labor? A social information-processing perspective. Journal of Business Ethics, 159(2), 507-518.
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta‐analytic review. Personnel Psychology, 69(1), 67-121.
Mathieu, C., Neumann, C. S., Hare, R. D., & Babiak, P. (2014). A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59, 83-88.
McGiboney, G. W. (2018). Leadership theories and case studies: An epidemiological perspective. Newcastle upon Tyne: Cambridge Scholars Publishing.
Nahrgang, J. D., & Seo, J. J. (2015). How and why high leader-member exchange (LMX) relationships develop: Examining the antecedents of LMX. The Oxford handbook of leader-member exchange, 87-118.
Nahrgang, J. D., & Seo, J. J. (2015). How and why high leader-member exchange (LMX) relationships develop: Examining the antecedents of LMX. In T. N. Bauer & B. Erdogan (Eds.), The Oxford handbook leader-member exchange. Oxford, England: Oxford University Press.
Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: An empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085.
Qu, R., Janssen, O., & Shi, K. (2015). Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations. The Leadership Quarterly, 26(2), 286-299.
Roter, A. B. (2017). Understanding and recognizing dysfunctional Leadership: The Impact of dysfunctional leadership on organizations and followers. New York: Taylor & Francis.
Shook, C. L., Priem, R. L., & McGee, J. E. (2003). Venture creation and the enterprising individual: A review and synthesis. Journal of Management, 29(3), 379-399.
Soh, K. (2017). Fostering student creativity through teacher behaviors. Thinking Skills and Creativity, 23, 58-66.
Starko, A. J. (2013). Creativity in the classroom: Schools of curious delight. Abingdon, UK: Routledge.
Stradovnik, K., & Stare, J. (2018). Correlation between Machiavellian leadership and emotional exhaustion of employees. Leadership & Organization Development Journal, 39(8), 1037-1050.
Takeuchi, R., Yun, S., & Wong, K. F. E. (2011). Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities. Organizational Behavior and Human Decision Processes, 115(2), 226-237.
Thompson, B. A., & Thompson, G. B. (2015). Ready to Lead: Harnessing the Energy in You and around You. Eugene: Wipf and Stock Publishers.
Ulrich, D. (2011). The widening stream: The seven stages of creativity. New York: Simon and Schuster.
Van Gelderen, M. (2012). Perseverance strategies of enterprising individuals. International Journal of Entrepreneurial Behavior & Research, 18(6), 630-648.
Volmer, J., Spurk, D., & Niessen, C. (2012). Leader–member exchange (LMX), job autonomy, and creative work involvement. The Leadership Quarterly, 23(3), 456-465.
Wahlstrom, K. L., & Louis, K. S. (2008). How teachers experience principal leadership: The roles of professional community, trust, efficacy, and shared responsibility. Educational Administration Quarterly, 44(4), 458-495.
Walther, J. B. (2008). Social information processing theory: Impressions and relationship development online. In L. A. Baxter & D. O. Braithwaite (Eds.), Engaging theories in interpersonal communication: Multiple perspectives (pp. 391-404). Thousand Oaks, CA: Sage.
Yang, H. C., & Kwon, J. H. (2015). Effects of authentic leadership and leader-member exchange on employee psychological ownership and organizational commitment. The Journal of Distribution Science, 13(11), 23-30.
Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682-696.
Beck, R. C. (2003). Motivation: Theories and principles. New Delhi: Pearson Education India.
Boehe, D. M. (2016). Supervisory styles: A contingency framework. Studies in Higher Education, 41(3), 399-414.
Botero, I. C., & Van Dyne, L. (2009). Employee voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84-104.
Boulton, G., & Lucas, C. (2011). What are universities for?. Chinese Science Bulletin, 56(23), 2506-2517.
Cai, W., Lysova, E. I., Khapova, S. N., & Bossink, B. A. (2019). Does entrepreneurial leadership foster creativity among employees and teams? The mediating role of creative efficacy beliefs. Journal of Business and Psychology, 34(2), 203-217.
Caird, S. (1991). The enterprising tendency of occupational groups. International Small Business Journal, 9(4), 75-81.
Caird, S. (2013). General measure of enterprising tendency test. Retrieved from: http://oro.open.ac.uk/5393/2/Get2test_guide.pdf
Chan, S., & Yuen, M. (2014). Personal and environmental factors affecting teachers’ creativity-fostering practices in Hong Kong. Thinking Skills and Creativity, 12, 69-77.
Christie, R., & Geis, F. (1970). Scale construction. Studies in Machiavellianism, 34(4), 10-34.
Collard, P., & Looney, J. (2014). Nurturing creativity in education. European Journal of Education, 49(3), 348-364.
Cremin, T. (2017). Teaching creatively and teaching for creativity. In R. Breeze & C. Guinda (Eds.), Essential competencies for English-medium university teaching (pp. 99-110). Cham: Springer.
Dahling, J. J., Whitaker, B. G., & Levy, P. E. (2009). The development and validation of a new Machiavellianism scale. Journal of Management, 35(2), 219-257.
Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64(1), 7-52.
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618-634.
Doty, M. S., & Betz, N. E. (1979). Comparison of the concurrent validity of Holland’s theory for men and women in an enterprising occupation. Journal of Vocational Behavior, 15(2), 207-216.
Drory, A., & Gluskinos, U. M. (1980). Machiavellianism and leadership. Journal of Applied Psychology, 65(1), 81-86.
Fulk, J., Steinfield, C. W., Schmitz, J., & Power, J. G. (1987). A social information processing model of media use in organizations. Communication Research, 14(5), 529-552.
Furnham, A. (2016). The elephant in the boardroom: The causes of leadership derailment. Berlin: Springer.
Gelderen, M. V. (2000). Enterprising behaviour of ordinary people. European Journal of Work and Organizational Psychology, 9(1), 81-88.
Gkorezis, P., Petridou, E., & Krouklidou, T. (2015). The detrimental effect of Machiavellian leadership on employees’ emotional exhaustion: organizational cynicism as a mediator. Europe’s Journal of Psychology, 11(4), 619-631.
Gu, Q., Tang, T. L. P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513-529.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.
Holienka, M., & Holienková, J. (2014). Enterprising tendencies of management and psychology students: differences and common attributes. Comenius Management Review, 8(1), 39-52.
Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368-384.
Jyoti, J., & Bhau, S. (2015). Impact of transformational leadership on job performance: Mediating role of leader–member exchange and relational identification. Sage Open, 5(4), 1-13.
Karanika-Murray, M., Bartholomew, K. J., Williams, G. A., & Cox, T. (2015). Leader-Member Exchange across two hierarchical levels of leadership: concurrent influences on work characteristics and employee psychological health. Work & Stress, 29(1), 57-74.
Kurt, T., Duyar, I., & Çalik, T. (2011). Are we legitimate yet?: A closer look at the casual relationship mechanisms among principal leadership, teacher self-efficacy and collective efficacy. The Journal of Management Development, 31(1), 71-86.
Lee, A., Legood, A., Hughes, D., Tian, A. W., Newman, A., & Knight, C. (2020). Leadership, creativity and innovation: A meta-analytic review. European Journal of Work and Organizational Psychology, 29(1), 1-35.
Llic-balas, T., Tian, A. W., Meyer, J. P., & Pepper, S. (2019, July). Beyond the Full-range Leadership: Incremental Effects of Machiavellian Leadership in Predicting Trust. In Academy of Management Proceedings (Vol. 2019, No. 1, p. 14304). Briarcliff Manor, NY 10510: Academy of Management.
Lu, J., Zhang, Z., & Jia, M. (2019). Does servant leadership affect employees’ emotional labor? A social information-processing perspective. Journal of Business Ethics, 159(2), 507-518.
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta‐analytic review. Personnel Psychology, 69(1), 67-121.
Mathieu, C., Neumann, C. S., Hare, R. D., & Babiak, P. (2014). A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59, 83-88.
McGiboney, G. W. (2018). Leadership theories and case studies: An epidemiological perspective. Newcastle upon Tyne: Cambridge Scholars Publishing.
Nahrgang, J. D., & Seo, J. J. (2015). How and why high leader-member exchange (LMX) relationships develop: Examining the antecedents of LMX. The Oxford handbook of leader-member exchange, 87-118.
Nahrgang, J. D., & Seo, J. J. (2015). How and why high leader-member exchange (LMX) relationships develop: Examining the antecedents of LMX. In T. N. Bauer & B. Erdogan (Eds.), The Oxford handbook leader-member exchange. Oxford, England: Oxford University Press.
Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: An empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085.
Qu, R., Janssen, O., & Shi, K. (2015). Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations. The Leadership Quarterly, 26(2), 286-299.
Roter, A. B. (2017). Understanding and recognizing dysfunctional Leadership: The Impact of dysfunctional leadership on organizations and followers. New York: Taylor & Francis.
Shook, C. L., Priem, R. L., & McGee, J. E. (2003). Venture creation and the enterprising individual: A review and synthesis. Journal of Management, 29(3), 379-399.
Soh, K. (2017). Fostering student creativity through teacher behaviors. Thinking Skills and Creativity, 23, 58-66.
Starko, A. J. (2013). Creativity in the classroom: Schools of curious delight. Abingdon, UK: Routledge.
Stradovnik, K., & Stare, J. (2018). Correlation between Machiavellian leadership and emotional exhaustion of employees. Leadership & Organization Development Journal, 39(8), 1037-1050.
Takeuchi, R., Yun, S., & Wong, K. F. E. (2011). Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities. Organizational Behavior and Human Decision Processes, 115(2), 226-237.
Thompson, B. A., & Thompson, G. B. (2015). Ready to Lead: Harnessing the Energy in You and around You. Eugene: Wipf and Stock Publishers.
Ulrich, D. (2011). The widening stream: The seven stages of creativity. New York: Simon and Schuster.
Van Gelderen, M. (2012). Perseverance strategies of enterprising individuals. International Journal of Entrepreneurial Behavior & Research, 18(6), 630-648.
Volmer, J., Spurk, D., & Niessen, C. (2012). Leader–member exchange (LMX), job autonomy, and creative work involvement. The Leadership Quarterly, 23(3), 456-465.
Wahlstrom, K. L., & Louis, K. S. (2008). How teachers experience principal leadership: The roles of professional community, trust, efficacy, and shared responsibility. Educational Administration Quarterly, 44(4), 458-495.
Walther, J. B. (2008). Social information processing theory: Impressions and relationship development online. In L. A. Baxter & D. O. Braithwaite (Eds.), Engaging theories in interpersonal communication: Multiple perspectives (pp. 391-404). Thousand Oaks, CA: Sage.
Yang, H. C., & Kwon, J. H. (2015). Effects of authentic leadership and leader-member exchange on employee psychological ownership and organizational commitment. The Journal of Distribution Science, 13(11), 23-30.
Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682-696.
Published
2021-12-30
How to Cite
Raza, J. (2021). Does Machiavellian Leadership of HODs Hinder University Teachers’ Creativity? A Moderated-Mediation Model. Journal of Business, Universidad Del Pacífico (Lima, Peru), 13(1), 2-18. https://doi.org/https://doi.org/10.21678/jb.2021.1639
Section
Articles
.jpg){kind=logo}
