Are you a person that inspires and influences others?
Are you adaptable and persuasive?
Do you get things done?
In this short series on Dark Triad (DT) personality traits, we look at Machiavellianism.
Unlike its DT counterparts – narcissism and psychopathy – Machiavellianism has not been identified as a disorder in the Diagnostic and Statistical Manual of Mental Disorders.
It’s seen as a personality construct, associated with high Agency (the motivation to succeed and be seen as an individual) and low Communion (the motivation to join others and support the group).
Within personality psychology, Agency has correlations with Agreeableness, Extroversion and low Neuroticism, whilst Communion has weaker correlations with Agreeableness, Conscientiousness and Extroversion.
MACH’s (as they’re sometimes called) are often strategic thinkers, who tend to plan effectively and anticipate the actions of others.
They are often adaptable, capable of changing their approach based on circumstances, and tend to make decisions quickly and assertively – particularly in a crisis.
Given these potential benefits of Machiavellianism, together with the examples in my posts about its DT partners, we might see why these traits are attractive in leadership positions.
But, like all Dark Triad traits, there is a down side.
Machiavellianism is linked with manipulation and deceit, raising concerns about ethical leadership and reputational risk for the organisation.
And, whilst they might be long-term strategic manipulators, MACHs’ tendency to focus on short-term results can overlook long-term impacts – particularly on relationships between individuals and teams.
(Not that MACH’s care; a lack of empathy and emotional connection means that their impact on others is seldom a concern).
As with any personality construct, the context determines whether the trait is positive or negative.
There are benefits in some situations; derailers in others.
The concern is that because we tend to want to encourage leadership to be able to make tough decisions (psychopathy), strategically plan and influence others (Machiavellianism), and to always see the opportunity and optimism in a situation (narcissism), we also tend to elevate DT individuals on to pedestals.
Having the self-awareness to understand when your own tendencies are helpful and when they are a hindrance is what sets great leaders – indeed, great people – apart.
