The term ‘Machiavellianism’ often conjures images of cunning, deceit, and ruthless ambition, thanks to Niccolò Machiavelli’s 16th-century political treatise The Prince. It refers to a person’s tendency to manipulate others, prioritise self-interest, and adopt a pragmatic, sometimes amoral approach to achieving goals.
Most of us in the HR domain are already familiar with the concept of Dark Triad. In psychology, Machiavellianism is categorised as part of the ‘Dark Triad’ personality traits, alongside narcissism and psychopathy.
At first glance, these traits may seem entirely undesirable in a professional setting. After all, who wants to work with someone manipulative or self-serving? However, research and real-world observations suggest that Machiavellianism isn’t inherently harmful to workplaces. When expressed within certain bounds and combined with ethical awareness, it can contribute to positive outcomes for individuals, teams, and organisations. And here’s why, I believe, Machiavellianism, when balanced, can bring benefits to workplaces like enhanced leadership and strategic thinking, and can also help drive innovation.
In this article, I’ll endeavour to explore why functional Machiavellianism—strategic thinking, adaptability, and interpersonal savvy—can be beneficial in modern workplaces and how organisations can harness their strengths while mitigating potential risks.
Context Matters!
Before delving into its benefits, I strongly believe, it’s essential to distinguish between ‘functional’ and ‘dysfunctional’ Machiavellianism.
Functional Machiavellianism is using strategic thinking, adaptability, and interpersonal skills to navigate complex social or professional landscapes without resorting to unethical or harmful behaviours.
Whereas Dysfunctional Machiavellianism is manipulation and exploitation that undermine trust and harm organisational culture.
Now, let’s delve further into the functional aspect and see if it can benefit in competitive modern workplaces.
The Benefits of Functional Machiavellianism
Strategic Leadership and Decision-Making: Leaders often face difficult decisions requiring careful consideration of competing interests. Functional Machiavellians excel in these situations because they are:
Strategic Thinkers as they evaluate long-term consequences and craft plans that maximize outcomes. They are also good at calculated risk-taking and their pragmatism are trait which can fuel innovation.
Emotionally Detached because while empathy is important, excessive emotional involvement can cloud judgment. Machiavellian leaders avoid being swayed by sentiments and maintain that much-needed objectivity.
Many of us can think of successful executives who have navigated crises with a calculated, strategic approach. Their ability to prioritise organisational goals over personal relationships or sentiments often aligns with Machiavellian traits.
Adaptability in Complex Environments: Modern workplaces are characterised by rapid changes, ambiguity, and high stakes. Machiavellians thrive in such environments due to their:
- Adaptability: They adjust their strategies based on evolving circumstances.
- Resilience: They don’t dwell on setbacks but focus on recovering and advancing.
This adaptability makes them valuable during periods of transformation, especially the rapidly changing times the world is in including mergers, technological disruptions, or market shifts, where success depends on staying ahead of the curve.
Skilled Negotiation and Persuasion: Negotiation is a cornerstone of business success, whether it involves securing a deal, managing conflicts, or influencing stakeholders. Machiavellians are skilled negotiators because they:
- Understand others’ motivations and leverage this knowledge effectively.
- Use charm and tact to achieve desired outcomes without overt coercion.
In sales, marketing, or leadership roles having these abilities can truly drive organisational growth and foster partnerships.
Promoting Innovation and Creativity: Innovation often involves challenging norms, taking risks, and persuading others to embrace new ideas. Machiavellians’ willingness to question the status quo, combined with their strategic mindset, can spark creativity. They are especially adept at challenging group think and they disrupt echo chambers by introducing alternative perspectives. Moreover, when it comes to risk management, they are a huge asset as they assess risks pragmatically, pushing boundaries without recklessness. When it comes to these things, Machiavellians are especially adept, they channel their tendencies toward constructive goals, and they can lead teams to breakthroughs that might otherwise be stifled by conventional thinking.
Mitigating Risks of Machiavellianism
That was the brighter side but like everything in life, there is a darker side conjoined with it. Despite its potential advantages, Machiavellianism can easily cross into destructive territory including ethical lapses or strained workplace relationships. To harness its benefits without harming workplace dynamics, organisations must:
Establish Ethical Boundaries: Clear policies, codes of conduct, and value-driven leadership are essential. These frameworks deter harmful behaviours while encouraging strategic thinking aligned with organisational goals.
Foster a Feedback Culture: Regular feedback mechanisms (like peer reviews or 360-degree evaluations) help identify when Machiavellian behaviours are veering into manipulative or harmful territory. Constructive feedback encourages course correction and accountability. Peer reviews and transparent communication can keep such tendencies in check.
Encourage Collaborative Environments: By emphasising teamwork and shared success, organisations can balance individual ambition with collective well-being. Functional Machiavellians can thrive in collaborative settings where their skills are directed toward mutual benefit. Teamwork and collaboration act as natural checks on excessive individual ambition. In collaborative settings, employees are more likely to prioritise collective success over personal gain. Organisations can foster collaboration by designing team-based performance metrics, encouraging cross-functional projects, and celebrating shared achievements.
Monitor the Culture: An organisation’s culture significantly influences how Machiavellian traits manifest in the workplace. A toxic culture that rewards cut-throat competition or overlooks unethical behaviour can exacerbate the negative aspects of Machiavellianism. Regular pulse surveys can help organisations gauge cultural health and make necessary adjustments.
Machiavellianism and Modern Workplace Trends
It is incomplete to delve into Machiavellianism without a sneak peek into how it interacts with modern-day workplaces which are characterized by competition, uncertainty, rapidly evolving environments, geographically dispersed workforces, un-supervised jobs, multi-generational and cross-functional teams etc.
As workplaces evolve, so do the contexts in which Machiavellian traits can be advantageous.
Remote and Hybrid Work: The rise of remote work has made interpersonal dynamics more complex. Machiavellians’ ability to navigate power structures and influence others is particularly useful in virtual settings where communication nuances are critical. They grasp the power dynamics quickly and better which puts them in an advantageous position to influence and deliver results. In highly matrixed organisations, for example, professionals often need to influence without direct authority. Here, Machiavellians excel by leveraging their keen understanding of power dynamics and stakeholder motivations to build alliances and drive initiatives forward. Additionally, their pragmatic approach to problem-solving helps them cut through bureaucracy and focus on actionable outcomes, which is invaluable in fast-paced industries like tech, consulting, startups etc.
Cross-Cultural Teams: Globalisation has increased the prevalence of cross-cultural teams. Machiavellians’ adaptability and understanding of diverse motivations enable them to bridge cultural gaps and foster collaboration.
High -Performance Cultures: In performance-driven environments, strategic thinking and competitive drive—hallmarks of functional Machiavellianism—can motivate teams to achieve ambitious goals.
Balancing Machiavellianism with Emotional Intelligence: The most effective professionals combine Machiavellian traits with emotional intelligence (EI). And the amalgamation of EI and Machiavellian traits helps to:
- Build trust and rapport with colleagues
- Recognise and manage the emotional impact of their strategies
- Foster loyalty and respect, reducing the risk of alienation
When paired with EI, Machiavellianism becomes a formidable tool for navigating complex workplace dynamics without sacrificing integrity or relationships.
The road less travelled (Often overlooked side of Machiavellianism)
Machiavellianism, often maligned for its darker connotations, is not inherently harmful to workplaces. When tempered with ethical awareness and emotional intelligence, its functional aspects—strategic thinking, adaptability, negotiation skills, and resilience—can contribute not just to an individual but also to organisational success.
As workplaces increasingly emphasise innovation and agility, functional Machiavellianism enables professionals to remain focused on strategic objectives while tactfully managing interpersonal challenges, making them effective contributors to business success. Ambition and pragmatism can coexist with advocacy and collaboration.
By recognising the nuanced role of Machiavellianism, organisations can unlock its benefits and create workplaces where ambition and integrity coexist harmoniously. The key to leveraging Machiavellianism in the workplace lies in creating an environment where its strengths are harnessed for strategic growth, while its potential risks are carefully managed.
Sakshee Sud is a seasoned HR professional with 15 years of experience across BFSI, Pharma, IT, Telecom and most recently FMCG industries. She has worked in different domains in HR and currently serves as Director and Head of Human Resources at Beiersdorf (Home of Nivea, Eucerin, Hansaplast, La Prairie, Chantecaille). She has also been recognised as the Top HR100under40 leader and Top 24 DEI Leader.
Sakshee is adept at leading change and developing high-performing teams that enable business results and has led cross-cultural teams in APAC to execute people strategies. An electronics engineer from NIT Surat she shifted gears and decided to get into management and completed her MBA in HR from SIBM, Pune.
