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Getty Images Leader’s Self-Insight 6.1

Leaders differ in how they view human nature and the 9. The vast majority of people
tactics they use to get things done through others. are brave, good, and kind. _______ _______
Answer the questions below based on how you view 10. It is hard to get to the top
others. Think carefully about each question and be hon- without sometimes cutting
est about what you feel inside. Please answer whether corners. _______ _______
each item below is Mostly False or Mostly True for you.
Mostly Mostly Scoring and Interpretation
False True To compute your Mach score, give yourself one point
1. Overall, it is better to be
for each Mostly False answer to items 1, 3, 5, 7, and 9,
humble and honest than to and one point for each Mostly True answer to items
be successful and dishonest. _______ _______ 2, 4, 6, 8, and 10. These items were drawn from the
2. If you trust someone com- works of Niccolo Machiavelli, an Italian political phi-
pletely, you are asking for losopher who wrote The Prince in 1513 to describe
trouble. _______ _______ how a prince can retain control of his kingdom. From
3. A leader should take action 8–10 points suggests a high Machiavellian score. From
only when it is morally right. _______ _______ 4–7 points indicates a moderate score, and 0–3 points
would indicate a low “Mach” score. Successful political
4. A good way to handle people
intrigue at the time of Machiavelli was believed to require
is to tell them what they like
behaviors that today would be considered ego centered
to hear. _______ _______
and manipulative, which is almost the opposite of ethical
5. There is no excuse for telling
leadership. A high Mach score today does not mean a
a white lie to someone. _______ _______
sinister or vicious person, but probably means the person
6. It makes sense to flatter has a cool detachment, sees life as a game, and is not
important people. _______ _______ personally engaged with people. Discuss your results
7. Most people who get ahead with other students, and talk about whether politicians in
as leaders have led very local or federal government, or top executives in a com-
moral lives. _______ _______ pany like Enron, would likely have a high or a low Mach
8. It is better to not tell people score.
the real reason you did
something unless it benefits
Source: Adapted from R. Christie and F. L. Geis, Studies in
you to do so. _______ _______ Machiavellianism (New York: Academic Press, 1970.)

organization. These leaders typically pay more attention to gaining benefi ts for
themselves rather than for the organization or larger society. Top executives who
expect big salaries and perks at the same time the company is struggling and
laying off thousands of workers are not likely to create an environment of trust
and integrity. 15
Unethical leaders are dishonest with employees, partners, customers, ven-
dors, and shareholders, and they regularly fail to honor their agreements or
commitments to others. In a USA Today survey, 82 percent of CEOs said they
lied about their golf scores. Sure, it’s a small thing, but little by little, dishon-
esty can become a way of life and business. Unethical leaders also frequently
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treat people unfairly, perhaps by giving special favors or privileges to followers
who fl atter their egos or by promoting people based on favoritism rather than
concrete business results. For example, at Morgan Stanley, former CEO Philip
Purcell has been accused of brutally dismissing managers who fell out of favor

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