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Studies In Machiavellianism

Student-recruited sampling, a technique involving the use of student recruiters to find participants on behalf of a researcher, has been increasingly used in organizational research; yet there has been little attempt to understand its implications for the conclusions scholars draw from research. In this study, we meta-analyse studies of engagement and perceptions of politics in order to examine whether student-recruited sampling leads to samples that differ from other samples and whether those differences result in different observed relationships between variables. We found that student-recruited samples were not substantively demographically different from non-student-recruited samples. Further, we found few differences in the observed correlations of student-recruited samples compared with non-student-recruited samples; the differences found would not lead to different practical conclusions from the findings. We discuss the implications of these results for future studies and provide guidance for researchers, reviewers, and editors regarding the use of student-recruited samples in organizational research.

Student‐recruited samples in organizational research: A review, analysis, and guidelines for future research

Recent ethical scandals involving managers in government organizations have highlighted the need for more research on ethical leadership in public sector organizations. To assess the consequences of ethical leadership, 161 managers in a large state government agency and 415 of their direct reports were surveyed, and personnel records were obtained to measure absenteeism. Results indicate that after controlling for the effects of employee characteristics, perceptions of procedural fairness, and supportive leader behavior, ethical leadership reduced absenteeism and had a positive influence on organizational commitment and willingness to report ethical problems. Implications of the findings and suggestions for future research are presented.

Does Ethical Leadership Matter in Government? Effects on Organizational Commitment, Absenteeism, and Willingness to Report Ethical Problems

Performance or compliance? Performance audit and public management in five countries

Purpose – This study aims to examine the relationship between perceived organizational politics and emotional intelligence, and their interplay in the context of work attitudes/behaviors. Design/methodology/approach – A sample of 368 employees was used to test a mediation effect of perceived organizational politics on the relationship between emotional intelligence on the one hand, and job satisfaction, turnover intentions and negligent behavior on the other. Findings – Perceived organizational politics was found to mediate the relationship between emotional intelligence and all three outcomes. Practical implications – Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to reduce perceived organizational politics and enhance work attitudes and performance. Originality/value – This research broadens the scope through which the intersection between emotion and organizational politics can be viewed, taking it beyond the role of both felt emotion an...

Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects

Readers are invited to a rendezvous with the meaning of the heart and emotions in public administration. Despite the growing interest in recent years in emotional intelligence within the managerial literature, too little has been written about emotional intelligence within the public sector. This is surprising in light of New Public Management voices that stress flexibility, responsiveness, and a focus on the needs and demands of citizens. The functionality of the heart in a mind-oriented bureaucracy is analyzed, and a model is suggested for exploring the relationship between emotional intelligence, organizational politics, and employees' performance in public agencies. This model is empirically tested in two Israeli municipalities. The results support a moderating role of emotional intelligence in the relationship between organizational politics and emotional commitment, as well as between organizational politics and employees' absenteeism. Other direct mediating effects of political perceptions and skills are noted. Implications for theory development, future empirical studies, as well as practical recommendations are suggested.

Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees

Purpose – The current study aims to examine the relationship between emotional intelligence and perceived organizational justice, and how the interplay between them influences turnover intentions.Design/methodology/approach – A sample of 368 employees from a financial organization was used to test the research model and hypotheses. Archival information regarding participants’ actual turnover was also acquired.Findings – Emotional intelligence was positively related to perceived organizational justice and negatively related to turnover intentions. Furthermore, perceived organizational justice fully mediated the relationship between emotional intelligence and turnover intentions. The archival data concerning employees’ actual turnover was significantly related to the self‐report turnover intentions.Practical implications – Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to enhance perceived organizational justice and reduce employees’ turnover...

Empirical exploration of the relationship between emotional intelligence, perceived organizational justice and turnover intentions

Purpose – The purpose of this paper is to explore the associations between emotional intelligence (EI) and both political skill and job satisfaction, as well as the possibility that political skill mediates the relationship between EI and job satisfaction Design/methodology/approach – The data, collected from a sample of 368 employees, were analyzed using structural equation modeling Findings – EI was positively related to political skill and job satisfaction In addition, the findings show that political skill mediates the relationship between EI and job satisfaction Research limitations/implications – The research highlights the importance of EI and political skill in the workplace Practical implications – EI training may be employed by organizations and human resource managers to enhance employees’ EI Originality/value – Not enough research attention has been paid to exploring the interplay between EI and organizational politics The current study clarifies the relationship between EI and politica

Exploring emotional intelligence, political skill, and job satisfaction

The purpose of this paper is to examine hostility as a mediator of the relationship between perceptions of organizational politics (POP) and counterproductive work behavior (CWB).,The authors’ examined the mediation model using a sample of 171 full-time employees studying in an evening MBA program. The authors’ collected the data for this study in three waves.,The findings supported all of the hypotheses. POP was positively related to both hostility and CWB. Moreover, hostility mediated the relationships between POP and both organizational and interpersonal CWB.,Given that individuals high in emotional intelligence (EI) are better at regulating their negative emotions, EI training may be a powerful tool for reducing the hostility elicited among organizational members in response to POP, and consequently, their engagement in CWB.,The current study uncovered the emotional mechanism that underlies the POP-CWB relationship. The findings have intriguing implications in terms of potential moderators that can be developed through interventions in an attempt to reduce the hostility and CWB that result from POP.

Galit Meisler

Papers

Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees

Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects

Empirical exploration of the relationship between emotional intelligence, perceived organizational justice and turnover intentions

Exploring emotional intelligence, political skill, and job satisfaction

Perceived organizational politics and counterproductive work behavior: The mediating role of hostility