Abstract
Background
Emotional manipulation, Machiavellianism, and aggression represent individual characteristics that can substantially shape behaviour and interactions in organisational settings. These traits are linked to counterproductive work behaviours, weakened team functioning, and diminished leadership effectiveness.
Objectives
This study examines how Machiavellianism, proactive aggression, and reactive aggression predict emotional manipulation, poor emotional skills, and the concealment of emotions, with a specific focus on their relevance for organisational dynamics and workplace relationships.
Methods/Approach
The Emotional Manipulation Scale, the Short Dark Triad, and the Reactive-Proactive Aggression Questionnaire were applied to a sample of 332 individuals. Data was collected online from a convenience sample of the general population.
Results
Machiavellianism positively predicted emotional manipulation, poor emotional skills, and emotional concealment. Proactive aggression predicted emotional manipulation and emotional concealment, while reactive aggression predicted emotional manipulation. Machiavellianism added incremental value beyond reactive and proactive aggression in explaining all three emotional outcomes.
Conclusions
The findings highlight Machiavellianism as a key behavioural risk factor in organisational contexts, shaping manipulative tendencies that can undermine cooperation, leadership quality, and organisational performance. The results provide valuable implications for management, HR practices, and organisational diagnostics.