Are Authentic Leaders Always Moral?

The Role of Machiavellianism in the

Relationship between Authentic Leadership and Morality

Written by Sendjaya et al.

Abstract:

Machiavellianism is predicted to affect the link between morality and leadership. In this
study multi source, multi method data comprised from case studies, simulations, role-
playing exercises, and survey questionnaires were completed by 70 managers in large
public companies, and provide support for our hypotheses. Findings suggest
Machiavellianism reverse positive relationship between moral reasoning and authentic
leadership.

Introduction:

In past decade several high profile scandals has seen in private and public sectors, which
paints the picture of leaders who are motivated by self-interest and distrust of others and
willingly employ any means to achieve their self-defined ends (Machiavellian behavior).
This trend calls for new form of leadership which shows consistency between moral
reasoning and moral actions. This study tried to develop a framework to understand when
moral reasoning processes translate into moral actions. For that purpose it defines moral
reasoning as individual cognitive processes to determine what is right or wrong in
particular situation, in contrast moral action, can be understood as behavioral response
arising from rational moral functioning. Leader perception about its authentic leadership
is also important for its moral reasoning and action process.

Blasi (1980) theorized that consistency between moral reasoning and actions depends
upon some other conflicting behavioral tendencies like competition, self-protection and
self-promotions, on basis of that in this study Machiavellianism includes as a moderator
of relationship between authentic leadership with moral reasoning. In Machiavellianism
view of the world individuals may not be trusted and it based on ends justifies the means
belief. Highly Machiavellian individuals go for power and wealth and inclined to go
employing every means to achieve their desired ends.

The purpose of this study is to examine the interacting affect of authentic leadership and
Machiavellianism on relationship between moral reasoning and moral action. We
postulate authentic leadership behavior promotes moral reasoning which eventually
promotes moral action. In contrast high Machiavellianism will reverse that relationship.

Construct Definition:
Moral reasoning refers to the implicit rationale used to justify one’s decisions or actions
in a moral dilemma (Kohlberg 1984). Moral action is a behavioral manifestation, verbal
or non-verbal, that one undertakes on the basis of moral deliberation. Machiavellianism
as an individual difference variable that functions as an instrumental value: that the end
justifies the means. Authentic leadership is examined as a self-perception of leadership
behavior that fosters a sense of self-concordance centered on internally authentic choices,
rather than externally imposed standards or duties.

Moral Reasoning, Machiavellianism, and Authentic Leadership:

Moral reasoning relates the perception of a person that what is right or wrong and urges
individuals to take moral decisions and actions in that specific situation. While authentic
leaders are aware of their thoughts and actions, and they try to implement personal
espoused values to solve ethically ambiguous issues. So, it is perceives that there is a
positive relationship between authentic leadership and moral reasoning.

Prior studies suggest Machiavellianism play a pivotal role in shaping individual point of
view and behavior (Belschak et al. 2013). It means moral reasoning processes also holds
Machiavellian. On the other hand probability of acting on one’s moral reasoning capacity
can easily be affected by a Machiavellian value orientation.

For this study three hypotheses are developed:

Hypothesis 1: Leader moral reasoning positively associated with authentic leadership

and this relationship will be more positive for leaders lower in Machiavellianism.

Hypothesis 2 Authentic leadership behavior positively associated with moral action, and
this relationship will be more positive for leaders lower in Machiavellianism.

Hypothesis 3 The relationship between leader’s moral reasoning and moral action is
mediated by leader authentic leadership behavior and this indirect relationship is stronger
for lower levels of Machiavellianism.

Methodology:

Sample and Procedure:

The sample comprised 70 managers (28 Females and 42 Males), of large public
organization in Australia. Research team delivered participants multiple in-house training
work-shops and data was gathered during training program via surveys and case studies.

Moral Reasoning:
We used the classic ‘The Parable of the Sadhu’ case study (McCoy 1997) for evaluating
individual moral reasoning. This case study tells a story of Bowen McCoy with its
colleagues planned to climb Himalayan Mountains in Nepal. They came across dying
Sadhu lying on a mountain, now they have to decide to assist the Sadu or left him to
achieve their goal of climbing mountain. Participants were given 20 minutes to response
the answer if he/she would be in place of McCoy.

Machiavellianism:

It is calculated from Machiavellianism Personality Scale (MPS) developed by Dahling et

al. 2009.

Authentic Leadership:

From Walumbwa et al (2008) study, 16 items of authentic leadership questionnaire were

adapted to assess authentic leadership behavior.

Moral Action:

A focus group discussion, a simulation and role playing exercise were conducted for
leadership training program and to assess overall moral action potential. Participant’s
arguments, reasons, and non-verbal behaviors were recorded and were awarded scores of
moral action accordingly to their responses.

Focus Group Discussion:

In Focus group discussion, each participant individually asked a question, "If maximizing
benefits of stakeholders involved some activities which are against organization core
values, what extent you will go?" This activity was to check how participants will choose
and justify their action.

Simulation:

To check participant’s moral actions, The Harvard Business School's leadership and team
simulation called Everest V2 was used. In which 5 members team was set to reach
summit of Mount Everest. Participants were given specific resources and information,
and it depends on their willingness to share information with team members the purpose
was to check either they advance personal interest or enhance team capacity by sharing
information.

Role Playing Exercise:

Drawing from university experts in government and based on political and psychological
analysis of various government crises locally and internationally, the research team
constructed a role-playing exercise to examine participants’ responses to such crises.
Self-Monitoring:

Lennox and Wolfe’s (1984) study, 13 items of self-monitoring were used in this study as
one of the control variables.

Social Desirability Bias:

The ten items of Crowne and Marlowe’s (1960) short version scale were included in our
surveys to check social desirability bias.

Demographic Data:

Demographic Data includes gender, age, education level, which can affect moral
reasoning.

Discussion:

Findings suggest effects of Machiavellianism reverses positive effect of both moral

reasoning on authentic leadership and authentic leadership on moral actions. Results
support Hypothesis 1 & 2 which demonstrates that Machiavellianism is a moderating
variable between integration of moral reasoning and moral action. Analysis yielded some
unexpected findings, as it was failed to find direct relationship between moral reasoning
and authentic leadership and authentic leadership and moral actions. It might be because
that although some leaders are generally go for moral reasoning but still engage in
unethical actions (lying).

Main contribution of this study was to highlight the moderating role of Machiavellianism
between authentic leadership and moral action. Level of Machiavellianism has significant
reversing affect on relationship between moral reasoning and authentic leadership.
Findings also suggest an organization should select a leader who possesses low scores in
Machiavellianism as high Machiavellianism can lead to both unethical intentions and
actions. Study also summarized that one person can be high on Machiavellianism and
authenticity, like Mother Teresa, who won Nobel Peace Prize for her authentic moral
courage, and awarded $1.25 million cash donation and also frequently access to private
jet from a convicted embezzler named Charles Keating.

Conclusion:
This study shows significance of authentic leadership and Machiavellianism in leader’s
moral reasoning and moral actions. Findings suggest that when moral reasoning interacts
with low Machiavellianism, it produce higher authentic leadership behavior. It is also
concluded that when authentic leadership promotes moral actions when it interact with
low Machiavellianism.