Suchergebnisse

This is the author accepted manuscript. The final version is available from the publisher via the DOI in this record ; Individual-level political will in organizations and careers is recognized by many scholars as an important yet under-investigated construct. Only recently has a scale directly assessing political will been developed, and its validation process has just begun (Kapoutsis, Papalexandris, Treadway, & Bentley, 2017). We used the Trait-Reputation-Identity Model (McAbee & Connelly, 2016) and a triadic multisource design to explore and elucidate the nomological network of political will, including its link to objective career success. We found supporting empirical evidence for the construct (power striving) and criterion validity (hierarchical position and income) of the self-serving political will scale. However, our findings did not support the multi-rater convergence and the interpretation of the benevolent political will scale as representing an altruistic political motive. Hence, we suggest the development and validation of new items that directly relate to benevolence toward others at work. We further encourage researchers to develop and validate an additional scale assessing altruistic political will above and beyond self-serving and benevolent political will. We discuss additional implications, limitations, and directions for future research.

Auf der Grundlage einer Erhebung mit über 8.000 Besuchern der UEFA EURO 2008TM berechnen die Autoren den fiskalischen Impakt, touristische Wirkungen, die Zufriedenheit mit der EURO und das Image von Österreich. Univ.-Prof. Dr. Holger Preuß und Dr. Norbert Schütte, Institut für Sportwissenschaft, Universität Mainz; Prof. (FH) Mag. Hubert Siller, Prof. (FH) Dr. MMag. Anita Zehrer und Dipl.-Kfm. Marc Stickdorn, Department Tourismus Freizeitwirtschaft am MCI Management Center Innsbruck.

On one hand, psychopaths tend to be callous, emotionally deficient, aggressive, self promoting, impulsive, and pursuant of unmitigated agency regardless of the extent to which it comes at the expense of others. On the other hand, by all accounts, psychopaths tend to be charming, seductive, self-confident, composed, risk-seeking, and adept at impression management (Babiak & Hare, 2006; Paulhus & Williams, 2002). Therefore, the purpose of this study was to reconcile these contrasting positions by examining whether (non-violent) psychopaths truly can be "successful" in the workplace. Drawing on socioanalytic theory (Hogan, 1983), we hypothesized that psychopaths in possession of political skill would be better able to package, conceal, and/or restrain their desires to get ahead in such a way as to be perceived as less counterproductive and more adaptive. Results provided support for these hypotheses. Implications for theory, practice, and future research are provided in light of a number of notable strengths and limitations.

This is the author accepted manuscript. The final version is available from the publisher via the DOI in this record ; On the basis of socioanalytic theory (Hogan & Shelton, 1998) and mimicry-deception theory (Jones, 2014), we hypothesized that political skill would effectively mask Machiavellianism (socioanalytic theory) with consequences for coworker perceived career role performance and actual counterproductive work behavior at low and high levels of job tenure (mimicry-deception theory). We tested our hypotheses in a triangular multisource design in two complementary studies comprised of both target workers and coworkers with a total of N = 1438 participants. In Study 1, we found that when political skill was high, targets received high career role performance ratings from coworkers, and this was also the case when targets had high levels of Machiavellianism (socioanalytic masking effect). For targets with low political skill, the career role performance ratings of high Machiavellians was low at long tenure. The results of Study 2 partly disconfirmed mimicry-deception theory: Individuals high in Machiavellianism and high in political skill did not tend to avoid engaging in overtly mean behaviors toward others and extracting organizational resources at short tenure. Implications and limitations are discussed.