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Journal articles on the topic 'Machiavellian leadership'

Author: Grafiati

Published: 10 September 2021

Last updated: 29 July 2025

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1

Cosans, Christopher E., and Christopher S. Reina. "The Leadership Ethics of Machiavelli’sPrince." Business Ethics Quarterly 28, no. 3 (2017): 275–300. http://dx.doi.org/10.1017/beq.2017.13.

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ABSTRACT:This article examines the place of Machiavelli’sPrincein the history of ethics and the history of leadership philosophy. Close scrutiny indicates that Machiavelli advances an ethical system for leadership that involves uprooting corruption and establishing rule of law. He draws on history and current affairs in order to obtain a realistic understanding of human behavior that forms a basis for a consequentialist ethics. While he claims a good leader might do bad things, this is in situations where necessity constrains a prince to choosing the “least bad” course of action. Furthermore,

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Raza, Junaid. "Does Machiavellian leadership of HODs hinder university teachers’ creativity? A moderated mediation model." Journal of business 13, no. 1 (2021): 2–18. http://dx.doi.org/10.21678/jb.2021.1639.

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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 fro

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Younus, Sohail, Rizwan Qaiser Danish, Shrafat Ali Sair, Muhammad Ramzan, and Labiba Sheikh. "Relationship of Machiavellian Leadership to Counterproductive Work Behavior with Mediating Mechanism of Justice Perceptions: Evidence from Tanner Sector of Pakistan." Academic Journal of Social Sciences (AJSS ) 4, no. 3 (2020): 741–49. http://dx.doi.org/10.54692/ajss.2020.04031100.

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The aim of this study is to evaluate the relationship between Machiavellian leadership and counterproductive work behavior (CWB) in tanners sector of Pakistan. The study also investigated the mediating role of justice perceptions in these relationships. Data were collected from 353 respondents by using self-administered questionnaires from tanners sector of Pakistan. Data were analyzed through Structure equation modeling and test the hypothesized relationships. Quantitative results showed the existence of Machiavellian leadership that lead to CWB in tanners sector. Justice perceptions mediate

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Gkorezis, Panagiotis, Eugenia Petridou, and Theodora Krouklidou. "The Detrimental Effect of Machiavellian Leadership on Employees’ Emotional Exhaustion: Organizational Cynicism as a Mediator." Europe’s Journal of Psychology 11, no. 4 (2015): 619–31. http://dx.doi.org/10.5964/ejop.v11i4.988.

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Numerous empirical studies have examined predictors of emotional exhaustion. In this vein, both positive and negative leadership styles have been associated with this outcome. Yet, little is known about the role of Machiavellian leadership in fostering employees’ emotional exhaustion. As such, we investigated the relationship between Machiavellian leadership and emotional exhaustion. Even more, we investigated an explanatory mechanism of this association by encompassing organizational cynicism as a mediator. Results showed that Machiavellian leadership has a both direct and indirect, through o

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Kwak, Won Jun, and Ji Hyun Shim. "Effects of Machiavellian ethical leadership and employee power distance on employee voice." Social Behavior and Personality: an international journal 45, no. 9 (2017): 1485–98. http://dx.doi.org/10.2224/sbp.5896.

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We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voic

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Bhole, L. M. "Which Leadership Modet—Gandhian or Machiavellian?" Journal of Human Values 7, no. 2 (2001): 131–45. http://dx.doi.org/10.1177/097168580100700204.

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7

MOORE, SHIRLEY. "Machiavellian Characteristics Among Nurses." Nursing Management (Springhouse) 26, no. 5 (1995): 58???61. http://dx.doi.org/10.1097/00006247-199505000-00017.

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Rego, Paulo, Miguel Pereira Lopes, and Ace Volkmann Simpson. "The Authentic-Machiavellian Leadership Grid: A Typology of Leadership Styles." Journal of Leadership Studies 11, no. 2 (2017): 48–51. http://dx.doi.org/10.1002/jls.21524.

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Langhof, Jan G., and Stefan Güldenberg. "King Frederick the Great – Anti-Machiavellian and Servant Leader?" Journal of Management History 26, no. 2 (2020): 137–64. http://dx.doi.org/10.1108/jmh-05-2019-0034.

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Purpose This study aims to include two major objectives. Firstly, Frederick’s leadership is explored and characterized. Secondly, it is examined as to why a leader may (or may not) adopt servant leadership behavior in the case of Frederick II, King of Prussia. Design/methodology/approach The applied methodology is a historical examination of Frederick II’s leadership, an eighteenth-century’s monarch who has the reputation of being the “first servant of the state.” The analysis is conducted from the perspective of modern servant leadership research. Findings This study shows Frederick remains a

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10

Bragues, George. "The Machiavellian Challenge to Business Ethics." Ethical Review of Social Sciences 1, no. 1 (2025): 1–12. https://doi.org/10.70150/2654b605.

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No political philosopher is better known in the business world than Niccolo Machiavelli. His fame resting on The Prince, the Renaissance Italian writer has often been featured in the popular business press, mostly to show the relevance of his realpolitik world-view to the sorts of issues that a contemporary manager is apt to face. However, the popular view of Machiavelli as a hard-headed thinker has been challenged by scholars pointing to his advocacy of republics in the Discourses on Livy, his other great work. Interpreted along these lines, Machiavelli can be invoked to support participatory

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Girodo, Michel. "Machiavellian, Bureaucratic, and Transformational Leadership Styles in Police Managers: Preliminary Findings of Interpersonal Ethics." Perceptual and Motor Skills 86, no. 2 (1998): 419–27. http://dx.doi.org/10.2466/pms.1998.86.2.419.

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A factor analysis of an intercorrelation matrix for scores assigned by 197 police managers to 26 statements describing ethical ways of influencing people on the job produced three leadership factors. In increasing strength of endorsement these were Machiavellian, Bureaucratic, and Transformational Styles. Use of a Machiavellian Style remained the same across age groups of 28 to 55 years, while the Bureaucratic and Transformational Styles increased in use across age and years of job experience. A multiple regression indicated age of the manager to account for significant variance only in the Tr

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Nurma, Sabila Hikmayanti, Trisnawati Rina, and Zulfikar. "Analysis of Fraud Hexagon and Machiavellian on Village Fund Fraud." International Journal of Business Management and Technology 6, no. 5 (2023): 182–89. https://doi.org/10.5281/zenodo.7680887.

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This study aims to examine and analyze the effect of the fraud hexagon elements (pressure, opportunity (effectiveness of internal control), rationalization (organizational culture), ability, arrogance/ego (leadership style), collusion (unethical behavior)) and Machiavellian on the propensity for fraud. The population of this study consisted off all 2.088 village government officials in the Botolali Regency, and total 0f 336 samples were obtained using the Slovin formula. This study was analyzed by multiple linear regression using SPSS 23. The results showed that pressure, effectiveness of inte

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갈상돈. "The Prince Taejong’s Political Leadership: A Machiavellian Perspective." Korean Political Science Review 45, no. 4 (2011): 165–95. http://dx.doi.org/10.18854/kpsr.2011.45.4.008.

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Fatima, Tasneem, Mehwish Majeed, Sadia Jahanzeb, Seema Gul, and Muhammad Irshad. "Servant Leadership and Machiavellian Followers: A Moderated Mediation Model." Revista de Psicología del Trabajo y de las Organizaciones 37, no. 3 (2021): 215–29. http://dx.doi.org/10.5093/jwop2021a19.

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Akani, Eze Chris. "Machiavellian Virtu - and Leadership: A Panacea for Nigerian Development." IOSR Journal of Humanities and Social Science 22, no. 04 (2017): 30–37. http://dx.doi.org/10.9790/0837-2204083037.

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Stradovnik, Katja, and Janez Stare. "Correlation between Machiavellian leadership and emotional exhaustion of employees." Leadership & Organization Development Journal 39, no. 8 (2018): 1037–50. http://dx.doi.org/10.1108/lodj-06-2018-0232.

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PurposeThe purpose of the paper is to examine the impact of Machiavellian leadership and organisational cynicism on the emotional exhaustion of employees.Design/methodology/approachSurvey data were collected from 463 employees of Slovenian municipalities. Surveys were used to collect Machiavellianism, organisational cynicism and emotional exhaustion data. Hypotheses were verified by means of three methods: the contingency table,χ2test and Pearson coefficient.FindingsMachiavellian leadership has an impact both on the presence of emotional exhaustion and organisational cynicism. According to the

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Babiak, Jolanta. "Polish Managers’ Leadership Styles: Developing and Validating the Managerial Styles of a Leading Questionnaire." Polish Journal of Applied Psychology 12, no. 2 (2014): 41–63. http://dx.doi.org/10.1515/pjap-2015-0008.

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Abstract This article develops a new measure for assessing leadership styles. A six-factor solution was identified in exploratory factor analysis (n = 139) and then was verified in confirmatory factor analysis (n = 477). The final questionnaire encompasses 51 items grouped into six dimensions: structuring, autocratic, participative, Machiavellian, rewarding, and distant. The scales’ internal consistency range from.61 to.79. Internal validity was initially supported by intercorrelations among six leadership styles. External validity was verified through correlation analysis between leadership s

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Fatima, Tasneem, and Shahida Mariam. "Machiavellian Leadership And Subordinates Corruption Behavior: A Moderated Mediation Model." Academy of Management Proceedings 2021, no. 1 (2021): 15300. http://dx.doi.org/10.5465/ambpp.2021.15300abstract.

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Parameswaran, Hima. "Do You Face a Dark Triad Leader at Your Organization? A Descriptive Study on the Educational Sectors in the UAE." Archives of Business Research 10, no. 5 (2022): 108–20. http://dx.doi.org/10.14738/abr.105.12312.

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In this twenty-first century, leadership qualities are paramount for fostering organizational culture and employee performance. This study penetrated the negative aspects of leadership qualities ‘dark-triad of leadership’ and its impact on team members. The hypotheses were developed from a thorough literature review on dark triad traits namely Narcissist, Machiavellian, and Psychopath. To reveal the impact of traits amongst team members, the Emirati educational sector was selected, and questionnaires were distributed amongst different strata by the random sampling technique. The responses were

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Llic-balas, Tatjana, Amy Wei Tian, John P. Meyer, and Susan Pepper. "Beyond the Full-range Leadership:Incremental Effects of Machiavellian Leadership in Predicting Trust." Academy of Management Proceedings 2019, no. 1 (2019): 14304. http://dx.doi.org/10.5465/ambpp.2019.14304abstract.

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Wilson. "Fear, Love, and Leadership: Posing a Machiavellian Question to the Hebrew Bible." Journal of Biblical Literature 139, no. 2 (2020): 233. http://dx.doi.org/10.15699/jbl.1392.2020.1.

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Herbel, Jerry E. "Shakespeare’s Machiavellian Moment: Discovering Ethics and Forming a Leadership Narrative inHenry V." Public Integrity 17, no. 3 (2015): 265–78. http://dx.doi.org/10.1080/10999922.2015.1033914.

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Wilson, Stephen M. "Fear, Love, and Leadership: Posing a Machiavellian Question to the Hebrew Bible." Journal of Biblical Literature 139, no. 2 (2020): 233–53. http://dx.doi.org/10.1353/jbl.2020.0020.

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Kirkpatrick, J. Stephen. "Should leaders cultivate love or fear?: Humanistic leadership versus the machiavellian prince." Journal of Psychological Issues in Organizational Culture 1, no. 1 (2010): 95–99. http://dx.doi.org/10.1002/jpoc.20006.

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Papaoikonomou, Antonis. "Leadership and power:." dianoesis 15 (June 23, 2024): 81–92. http://dx.doi.org/10.12681/dia.38173.

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This study delves into the intricate portrayal of power and leadership in William Shakespeare's "Richard III," focusing on the titular character's psychopathology. Richard III is depicted as a quintessential tyrant, whose quest for power is marked by manipulation, betrayal, and ruthless ambition. The analysis examines how Shakespeare crafts Richard's character through a blend of physical deformity and psychological complexity, suggesting that his tyrannical actions stem from a deep-seated need to compensate for his personal inadequacies and societal rejection. Shakespeare's Richard embodies th

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Üzüm, Burcu, Osman Seray Özkan, and Serdar Çakan. "Moral Disengagement, Organizational Broken Window, Person-Organization Fit As An Antecedent: Machiavellian Leadership." Journal Of Organizational Behavior Research 7, no. 1 (2022): 29–41. http://dx.doi.org/10.51847/54qfkcem1p.

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Takeuchi, Maria R. H., Tatsuya Hasegawa, Linda McKinley, Gian Powell Marquez, and Keiichi N. Ishihara. "What Is Suitable Leadership for High-Level Radioactive Waste (HLW) Management?" Sustainability 12, no. 20 (2020): 8691. http://dx.doi.org/10.3390/su12208691.

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The Nuclear Waste Management Organization of Japan (NUMO) was established in 2000 as the organization responsible for the deep geological disposal of specified radioactive waste. Their siting process was initiated through open solicitation of volunteer host communities. However, no communities came forward with the exception of Toyo Town, which applied for the initial literature survey, but then withdrew the application due to strong opposition in 2007. To identify why the then mayor of Toyo Town failed, we analyzed his behavior and leadership characteristics, including how he collaborated wit

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Bantjes, Adrian A. "Mexican Revolutionary Anticlericalism: Concepts and Typologies." Americas 65, no. 4 (2009): 467–80. http://dx.doi.org/10.1353/tam.0.0105.

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In recent years, an impressive effort has been made to supersede established interpretations of religious conflict in revolutionary Mexico that dismissed religious motivations as superstructural derivatives of “true” socio-economic and political factors. This has been accomplished by— pardon the cliché—“bringing religion back in” to the study of the Mexican Revolution. Yet while our post-secular understanding of Mexican religions and their impact has been vastly enhanced, the same cannot be said of revolutionary anticlericalism and irreligiosity, which have similarly been dismissed as mere too

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Karatepe, Osman M., Fevzi Okumus, Saeid Nosrati, and Ksenia Gurcham. "Test of a serial mediation model of Machiavellian leadership among hospitality and tourism employees." International Journal of Hospitality Management 111 (May 2023): 103462. http://dx.doi.org/10.1016/j.ijhm.2023.103462.

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Wati, Rinda Kumala, and Indrayanti Indrayanti. "Dark triad personality dan kualitas kehidupan kerja karyawan yang bekerja secara hybrid: Kepemimpinan empowering sebagai mediator." Persona:Jurnal Psikologi Indonesia 13, no. 2 (2024): 182–204. https://doi.org/10.30996/persona.v13i2.10614.

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The COVID-19 pandemic has made changes to various sectors, including ways of working that are now more widely adopting a hybrid model, which has an impact on the quality of an individual's work life. A supervisor's personality and leadership style play an important role in this. The purpose of this study is to empirically measure the role of empowering leadership as a mediator between the dark triad personality and the supervisor's leadership style. as a mediator between the personality of the dark triad and the quality of work life of hybrid employees. employees who work in a hybrid manner. D

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Körösényi, András, Gábor Illés, and Rudolf Metz. "Contingency and Political Action: The Role of Leadership in Endogenously Created Crises." Politics and Governance 4, no. 2 (2016): 91–103. http://dx.doi.org/10.17645/pag.v4i2.530.

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Among the recent literature about leadership and crisis situations two main strands are to be observed: structuralist ones mainly treat political leaders as reactive agents who have relatively little room for maneuver, while constructivist ones put greater emphasis on the opportunities in interpreting crises. Our claim is that there is a third analytical possibility mainly neglected in recent literature that is even more voluntaristic than the constructivist approaches. In this scenario, there is no external shock; leaders do not only interpret, but also “invent” crises. To make our claim plau

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McGregor, Gaile. "The Technomyth in Transition: Reading American Popular Culture." Journal of American Studies 21, no. 3 (1987): 387–409. http://dx.doi.org/10.1017/s0021875800022891.

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In the opening pages of his 1971 study, Politics as Symbolic Action, Murray Edelman underlines his belief that “psychological characteristics, social interaction, and political acts are alternative expressions of the same phenomenon.” In the discussion that follows, however, he tacitly privileges the political aspect of the transaction to an extent that quite undermines his initial image of an interdependent network of reactive/responsive processes. The bias is an understandable one, given his anxiety to counter the naive view of “governmental acts as reflections of people's cognitions.” It is

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Hamza, Sahibzada Muhammad, and Zubair Hassan. "The Impact of Misleadership on Poor Performance: A Study of Financial Institutions in Pakistan." Indonesian Journal of Contemporary Accounting Research 1, no. 1 (2019): 34. http://dx.doi.org/10.33455/ijcar.v1i1.90.

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The main purpose of this research is to investigate the impact of misleadership on poor performance in the Pakistan financial institutions. This research is carried on the strategic and managerial employees of the one (1) private and one (1) foreign bank operated in Pakistan with an engagement of 200 employees as the sample respondents. The findings of the study indicates that missing, misguided and Machiavellian leadership has no significant impact of the poor performance in the studied context while only misinformed leadership in the cluster of the independent variables shows a significant p

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Brunello, Anthony R. "The Measure of Machiavelli? Fear, Love, Hatred, and Trump." World Affairs 182, no. 4 (2019): 324–49. http://dx.doi.org/10.1177/0043820019884940.

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The rise of populist leaders like Trump certainly raises issues of leadership and effectiveness. The current populist moment may be one of “Cultural Backlash,” but there is also merit in resurrecting and assessing the work of Niccolò Machiavelli in evaluating Trump’s leadership and success. Would Machiavelli, with his emphasis on a “success ethic” and a studied moral indifference, rate Trump to be a “great prince?” This article analyzes Machiavelli’s role and contemporary relevance as well as what he might say about a leader like Donald Trump. Machiavelli offers one insight into a style of lea

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ten Brinke, Leanne, Aimee Kish, and Dacher Keltner. "Hedge Fund Managers With Psychopathic Tendencies Make for Worse Investors." Personality and Social Psychology Bulletin 44, no. 2 (2017): 214–23. http://dx.doi.org/10.1177/0146167217733080.

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It is widely assumed that psychopathic personality traits promote success in high-powered, competitive contexts such as financial investment. By contrast, empirical studies find that psychopathic leaders can be charming and persuasive, but poor performers who mismanage, bully, and engage in unethical behavior. By coding nonverbal behaviors displayed in semistructured interviews, we identified the psychopathic, Machiavellian, and narcissistic tendencies in 101 hedge fund managers, and examined whether these traits were associated with financial performance over the course of 10 diverse years of

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Üzüm, Burcu, and Osman Özkan. "The role of responsible leadership in relationship between Machiavellianism and Organizational broken windows." Организационная психология 13, no. 1 (2023): 59–72. http://dx.doi.org/10.17323/2312-5942-2023-13-1-59-72.

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Is it possible to see a livable world from a corporate social responsibility perspective? It canbe possible to find the answer for this question through responsible leadership since corporate social responsibility is managed by responsible leaders and the need for responsible leaders is increasing day by day in the 21st century. Purpose. This research aims to determine the effect of responsible leadership on Machiavellianism and organizational broken windows, and to examine the moderating role of responsible leadership in the relationship between Machiavellian behaviors of employees and organi

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Alowais, Abdelaziz Abdalla, and Abubakr Suliman. "Dark Triad in the Margins: Narcissism and Moral Erosion Among Marginal Migrant Entrepreneurs." Administrative Sciences 15, no. 7 (2025): 257. https://doi.org/10.3390/admsci15070257.

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In informal economic contexts, migrant entrepreneurs have been extolled as highly resilient and adaptable. This study critically investigates the adverse psychological foundations inherent in such enterprises, focusing on how dark triad personality traits emerge in the leadership orientations of marginal migrant entrepreneurs. Following a qualitative ethnographic approach, this research engaged 10–15 migrant employees through participant observation, field notes, and semi-structured interviews in an informal economic context. Thematic analysis revealed five dominant patterns: narcissistic lead

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Tokunbo, Tolulope, and Borisade Borisade. "The Dark Triad in Organizational Leadership: A Systematic Review of Impacts and Interventions." Journal of Research in Humanities and Social Science 13, no. 1 (2025): 32–36. https://doi.org/10.35629/9467-13013236.

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This systematic review provides an in-depth examination of the manifestation of the Dark Triad personality traits (narcissism, Machiavellianism, and psychopathy) within the realm of organizational leadership and explores their far-reaching implications. We comprehensively analyze existing empirical studies alongside relevant theoretical frameworks to understand how these traits affect leadership behaviors, influence organizational outcomes, and impact employee well-being. The review highlights that while leaders exhibiting Dark Triad traits might experience success in the short term, particula

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D’Souza, Márcia Figueredo, Gerlando Augusto Sampaio Franco de Lima, Daniel N. Jones, and Jessica R. Carré. "Do I win, does the company win, or do we both win? Moderate traits of the Dark Triad and profit maximization." Revista Contabilidade & Finanças 30, no. 79 (2019): 123–38. http://dx.doi.org/10.1590/1808-057x201806020.

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ABSTRACT This article analyzes the relationship between the maximization of personal and company gains and the moderate traits of the Dark Triad. The relevance of choosing this topic lies in investigating the attitude of executives who exhibit characteristics of a moderate intensity between the strong and weak traits. It is proven that the vision and charisma of narcissistic individuals, the strategy and tactics of Machiavellian individuals, and the creativity and good strategic thinking of psychopathic individuals are differentiating characteristics that enhance successful and integrative lea

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Galdana, Faneza Raga, and Endang Parahyanti. "Sudah Bermaknakah Pekerjaan Anda? Peran Kepemimpinan Melayani, Machiavellianisme dan Perilaku Kewargaan-Organisasi." Psyche 165 Journal 16, no. 2 (2023): 52–60. http://dx.doi.org/10.35134/jpsy165.v16i2.232.

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After the Covid pandemic storm that hit Indonesia in the last 2 years, it had an impact on business processes in various industrial sectors. The Manufacturing Industry is one of those affected. Reduction in the workforce which has an impact on company effectiveness is one of the impacts. Manufacturing sector workers suffered a lot from this condition, because they were forced to go home and those who were retained could not get a work from home policy. Workers must do jobs that exceed their capacity so that it can have a bad effect. Workers who are indeed retained will still be deducted from t

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Medushevsky, A. N. "Machiavellian Moment of Europe: Prospects of EU Integration Project under Global Political Equilibrium Destruction." Journal of Political Theory, Political Philosophy and Sociology of Politics Politeia 105, no. 2 (2022): 136–62. http://dx.doi.org/10.30570/2078-5089-2022-105-2-136-162.

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The European integration project, after 70 years of the successful implementation, is now facing a significant number of difficulties caused by the process of globalization. The list of these difficulties includes: (1) the incompleteness of the process of formation of the European identity; (2) the deepening contradiction between two fundamental legal principles — transnational and national constitutionalism; (3) the growing asymmetry between the European regions; (4) dramatic disputes over migration issues; (5) the ideological confrontation between liberal and illiberal democracies. This situ

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Mohamed, Abdelnasser, and عبدالمنعم بهی الدین محمد متولی. "The Relationship Between Machiavellian Leadership, Budget Participation, and Budgetary Slack: mediating propensity to create slack and moderating Locus of Control." المجلة العلمیة للدراسات والبحوث المالیة والتجاریة 3, no. 2 (2022): 1–50. http://dx.doi.org/10.21608/cfdj.2022.229752.

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., Anam. "Relevance of Machaivellis Theories in Today." International Journal for Research in Applied Science and Engineering Technology 12, no. 3 (2024): 534–46. http://dx.doi.org/10.22214/ijraset.2024.58865.

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Abstract: Niccolò Machiavelli, a prominent figure in Renaissance political philosophy, continues to wield significant influence in contemporary discourse on governance, leadership, and power dynamics. Despite being penned centuries ago, Machiavelli's works, notably "The Prince" and "Discourses on Livy," remain subject to intense scrutiny and debate for their pragmatic, often controversial, insights into the nature of politics and human behavior. This extended abstract delves into the enduring relevance of Machiavelli's theories in modern society, elucidating key concepts and their manifestatio

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McCormick, John P. "Subdue the Senate." Political Theory 40, no. 6 (2012): 714–35. http://dx.doi.org/10.1177/0090591712460652.

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This article analyzes Machiavelli’s accounts of the historical figures Agathocles, Clearchus, Appius and Pacuvius to (1) accentuate the Florentine’s distinction between tyranny and civic leadership, (2) identify the proper place of elite punishment and popular empowerment in his conception of democratic politics, and (3) criticize contemporary Straussian and “radical” interpreters of Machiavelli for profoundly underestimating the roles that popular judgment and popular rule play within his political thought.

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Fahmi, Ismael M., and Lanja A. Dabbagh. "Misrepresentation of The Druse Community in Browning’s Unsuccessful Tragedy." Koya University Journal of Humanities and Social Sciences 3, no. 1 (2020): 69–72. http://dx.doi.org/10.14500/kujhss.v3n1y2020.pp69-72.

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There are a number of literary texts which earn their raison d’etre from the exotic nature or unfamiliar features in the subject matter of the creative work. One of the brilliant and of standing poets of all ages is Robert Browning. Robert Browning (1812-1889) chose a literary genre alien to his powers as a poet, and a topic beyond the range of a man who had little firsthand knowledge of the Levant. Since he had the power to transfer historical stories magically to forever recited and read poems all over the world and through all ages till the recent one. This poet composed a tragic play entit

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Ibarretxe, Maite. "Leadership Lessons from Machiavelli Enhanced with Strategic Orchestration." Harvard Deusto Business Research 7, no. 1 (2018): 37. http://dx.doi.org/10.3926/hdbr.202.

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The purpose of this article is to explore the fascinating similarities that can be found between the Renaissance era and nowadays. In both moments in time, the ways of doing of the era before, were no longer valid for the new challenges the world was having at that moment, and completely new solutions were required. There is an analysis of the Renaissance and Machiavelli and his leadership learnings about appearance, influence, honor and self-ambition, gloria or public recognition, structure and flexibility and about chaos as a trigger for change. Study on modern leaders like Barack Obama and

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Manullang, Fernando. "NICOLLO MACHIAVELLI: SANG BELlS POLITIK? Suatu Refleksi Dan Kritik Filosofis Terhadap Gagasan Politik Machiavelli Dalam Il Principe." Jurnal Hukum & Pembangunan 40, no. 4 (2010): 516. http://dx.doi.org/10.21143/jhp.vol40.no4.232.

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AbstrakMachiavelli was one of the groundbreaking philosopher of medievalphilosophical tradition that is influenced by a metaphysical perspective.Perspective Machiavelli's is secular in politics and his attitude was critical ofthe moral, fundamentally also influenced his views on leadership and thestate. Machiavelli emphasized the aspect of personality in a leader. A leadercan be powerful only if the leaders understand exactly about the importanceof skill and talent or the strength required by a leader in the lead. ForMachiavelli, a leader one must understand how to expand and defend theterrito

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Cai, Han, and Xiu Jin. "The type of involuntary overtime and emotional exhaustion among Chinese medical staff: The mediating role of job stress and moderated mediation role of desire for control in Machiavellian leadership." Nurture 17, no. 2 (2023): 112–28. http://dx.doi.org/10.55951/nurture.v17i2.219.

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Purpose: With the development of China's economy, China's medical level is also rising. Medical staff is constantly working overtime due to heavy workload, which can lead to emotional exhaustion in the long run. Therefore, it is necessary to reduce the level of emotional exhaustion of Chinese medical staff. Based on this question, this study used involuntary overtime (conformity/workload) of medical staff working in Chinese medical institutions as an independent variable, trying to explore which variables increased the level of emotional exhaustion of medical staff. Design/Methodology/Ap

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Koo, Bonjin, and Eun-Suk Lee. "Taming Machiavellians: Differentiated Transformational Leadership Effects on Machiavellians." Academy of Management Proceedings 2016, no. 1 (2016): 16234. http://dx.doi.org/10.5465/ambpp.2016.16234abstract.

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Tegos, Spyridon. "Machiavelli and Tocqueville on War and Armies." Conatus 8, no. 2 (2023): 681–701. http://dx.doi.org/10.12681/cjp.35715.

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In the Democracy in America’s chapters on war and armies in the transition from the aristocratic to the democratic social state (état social), Tocqueville briefly draws on Machiavelli regarding the conquest of a country with or without intermediary powers between political leadership and the people by which he primarily understands the existence of local nobilities. In this reference, Tocqueville is quick to express skepticism about the overstated importance of Machiavelli in the history of political philosophy. In different places of his work though a more mitigated stance is documented. A co

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