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July 21, 2023

Manipulative, distrustful, self-serving: how to deal with a Machiavellian boss

You’ve been pressured to work overtime to finish a project. You won’t get paid for the extra hours but you’ve been assured there will be kudos from senior management. There is – but only for your boss, who takes the credit.

You’re a hard, efficient worker, but your manager closely monitors you, demanding you constantly account for your time and questioning your actions, as if you can’t be trusted.

You find out your boss is overclaiming on expenses. When you bring this to their attention, they ask you not tell anyone until they work it out. They then mention they’re considering recommending you for a promotion.

These are signs of Machiavellianism, the dark personality trait named after the 16th century Italian political theorist who wrote the first “how to” guide for rulers.

A personality is self-serving, opportunistic and ambitious – traits that can help them attain positions of power and status.

Estimates of the prevalence of Machiavellianism are imprecise, but experts have good reason to believe it is at least as common in the workplace as psychopathy, which affects about 1% of the population but an estimated .

For example, US business author Lewis Schiff says 90% of the millionaires he surveyed for his book agreed with the statement “it’s important in negotiations to exploit the weaknesses in others”, compared with just 24% of those with “middle-class” incomes.

Working for a Machiavellian boss is likely to be infuriating, stressful and bad for your mental health. By understanding what drives this personality, and how it differs from the other “dark personality traits”, you can limit the fallout.

Origins of Machiavellianism

Niccolo Machiavelli (1469–1527) was a diplomat in Florence during a period of power struggle involving the powerful family. When the Medicis returned to rule the city in 1512 after almost two decades in exile, he was briefly imprisoned and then banished. He then wrote Il Principe (The Prince) as a sort of job application.

The book (not formally published till 1532, though copies circulated in the two decades before) is regarded as the first work of modern political philosophy. It advises rulers to be pragmatic, cunning and strategic. “The himself from traps,” it says, “and the fox cannot defend himself from wolves. One must therefore be a fox to recognise traps and a lion to frighten wolves.”

In 1970 two US psychologists, Richard Christie and Florence Geis, published , using the term for a personality trait characterised by self-interest, manipulativeness, opportunism and deceitfulness.

Joining the ‘Dark Triad’

Machiavellianism is now accepted as one of three antisocial personality types that comprise the “Dark Triad” – the other two being narcissism and psychopathy. However, while the three traits are lumped together due to their antisocial qualities, there are important differences.

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Narcissism is as well as a personality disorder, characterised by egoism, self-absorption and the need to feel superior to others. Psychopathy is also a diagnosable , defined by lack of empathy or conscience. Machiavellianism is not classified as a formal personality disorder.

A Machiavellian personality can be charismatic, like a narcissist, but is driven by self-interest rather than self-aggrandisement. They tend to be calculating rather than impulsive like a psychopath.

Christie and Geis came up with a , based on statements from Machiavelli’s writings, to gauge Machiavellian traits. This test, known as the MACH-IV, is still being used.

Data collected on shows, on average, that men score higher than women, and are more likely to get the highest possible result (~1% compared with ~0.2%).

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A score of 60 or more out of 100 on the test is deemed “high Machiavellianism”, and less than 60 as “low Machiavellianism”.

A “” will likely be highly manipulative, in ways you won’t even necessarily identify as manipulation at the the time. A “low Mach” will tend be more empathetic and more reluctant to exploit others.

But knowing which is which in real life isn’t so straightforward. “Everyone sees what you appear to be, few experience what you really are,” as Machiavelli writes in . It is important to remember this even when approaching “low Mach” individuals. The boss who assures you they have your best interests at heart might just be telling you what you want to believe.

How to deal with a Machiavellian boss

A Machiavellian boss may seek to with flattery or bullying, promising reward or threatening punishment. They are less likely to , causing them to micromanage and criticise. Your feelings . This experience can leave you , and cynical.

So how to deal with a Machiavellian boss?

The first lesson is to be clear about what drives a Machiavellian personality. Fundamentally that is self-interest. You can’t judge motivations according to superficial charm or niceness. They may seem kind, caring and helpful most of the time – because that works for them. But be warned: if you’ve been on the receiving end of their “dark” traits before, you should expect it to happen again, sooner or later, when circumstances suit.

The second lesson is harder. You can’t trust a Machiavellian, and need to deal with them cautiously. But distrusting your boss and operating with a “strike before the other does” mindset will, if you’re a relatively normal person, . You may find yourself becoming more cynical and distrustful generally.

Machiavelli endorsed the strategy of “divide and conquer” in another of his books (The Art of War, published in 1521). Take the opposite tack. This is a time for solidarity. Having a support network and knowing that you are not alone, can serve as an .

There are no laws against being a manipulative, scheming and self-interested boss. But if these traits manifest as bullying, abuse or victimisation, there is action you may be able to take. For advice contact your union or workplace regulator, such as Australia’s , Britain’s , or .

Manipulation, deceit and bullying should never be considered acceptable or necessary. Your psychological and physical wellbeing matters.

, Lecturer, and , Professor of Management,

This article is republished from under a Creative Commons license. Read the .

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