American presidential Machiavellianism: Implications for charismatic leadership and rated performance |
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| Institution: | 1. Department of Psychology, Faculty of Philosophy, University of Belgrade, Cika Ljubina 18-20, 11000 Belgrade, Serbia;2. Psychology, University of North Texas, 1155 Union Circle #311280, Denton, TX, US;3. Institute of Criminology, University of Cambridge, Cambridge, UK;1. CUFE Business School, Central University of Finance and Economics, China;2. NUS Business School, National University of Singapore, Singapore;3. University of Notre Dame, USA, Peking University and Fudan University, China;4. Guanghua School of Management, Peking University, China |
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| Abstract: | The purpose of this investigation was to study the relationships among American presidential Machiavellianism, charismatic leadership, and rated performance. Using historiometric methodology, raters assessed Machiavellianism in unidentified profiles describing 39 American presidents (Washington to Reagan). Archival sources were used for two close and two distant presidential charismatic leadership measures, two performance assessments, and four control variables. Hierarchical regression analyses confirmed the predictions that presidential Machiavellianism would be positively connected with charismatic leadership and rated performance. The findings are explained in terms of the similar features of Machiavellianism and charismatic leadership including high levels of expressive behavioral activity, self-confidence, emotional regulation, and the desire to influence others. Also, the idea that personalized and socialized charismatic leadership are not mutually exclusive concepts is supported. |
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