Power and Personality: Effects of Machiavellianism, Need for Approval, and Motivation on Use of Influence Tactics

Abstract An organizational simulation explored the selection and use of influence tactics as a function of characteristics of the influencer, the target, and the situation. The choice of influence tactics differed dramatically according to whether a person was high or low in the power-relevant personality traits of Machiavellianism and need for approval. Also, as people became more motivated to influence another person successfully, they became more assertive and less manipulative. Resistance from the target changed people's influence strategy: Promises and threats were replaced by reason-based tactics. Some implications for selection procedures, training programs, and organizational design are discussed.