Workplace

The dreadful part about being Machiavellian in the 21st century is historical criticisms of the 16th-century political adviser rub off on you. Condemned by those who have had the short end of the power stick, the deceitful nature of Machiavelli's advice in The Prince has been widely overblown. As a result, valuable Machiavellian leadership philosophies have been deemed too devious for leaders who regard themselves as wise and kind.

To help allay such fears, following are explanations of a few of Machiavelli's precepts to encourage their consideration and use by emotionally intelligent leaders.

Love or fear

Is it better to be loved or feared? The answer, of course, is both! But Machiavelli deems love fickle and says leaders who inspire fear will find themselves taken more seriously. Unpredictable punishments can evoke undesirable apprehension, but justified penalties for real cause hold the true power of fear. In fact, modern psychological theory suggests justified rewards for real cause are even more powerful.

The key point here is love is determined by the follower and fear is determined by the leader. Leaders who understand where their control lies and administer punishments and rewards justly are feared but not hated and have the best advantage. Modern-day translation: Set expectations, and then set consequences. Manage performance and establish leadership by following through on consequences.

Careful generosity

Is it better to be generous or miserly? Although it would be desirable to have a reputation for generosity, Machiavelli suggests being lavishly generous provides little benefit for leaders. Even if leaders make a point of being generous, generosity quickly is forgotten—especially when people rush to criticize the smallest miserly act.

To be viewed as generous, leaders must be conspicuous or others will not notice; however, this activity will deplete leaders' resources quickly. Therefore, it is best to have a reputation as a miser. In this way, others cannot attack so-called excess. Furthermore, a leader actually will accumulate greater wealth as a miser.

When it is appropriate to bestow some wealth on others, the act appears more generous than if rewards were given freely all the time. Modern-day translation: You need not spend all your money to motivate employees. Measured and justified rewards can have a greater motivational effect in a prudent culture. This advice also can translate to other forms of motivation. Freely given praise is not valued nearly as much as praise meted out for truly good work. Leaders should link rewards to performance.

Truth

Is it wise for leaders to ask everyone to speak the truth to them? Modern-day consultants tout open communication. Machiavelli would beg to differ. He does not oppose information flow, but he does not support it flowing directly to the leader—at least not all the time.

With so many "yes men," leaders would need to spend a great deal of energy filtering information that flowed freely, according to Machiavelli. And if everyone could say what they please directly to leaders, respect for leaders would diminish. Leaders are better served by listening to trusted individuals who assemble information and share it when asked.

By questioning these advisers, considering their opinions and then making decisions, leaders preserve power while acting wisely. Modern-day translation: The consultative decision-making process can net leaders quality information. Asking others for input also builds support early in the process. But maintaining final authority over decisions preserves leaders' power. Leaders will gain respect with this kind of open communication—especially when everyone understands how decisions will be made.

The modern world

Not all of Machiavelli's advice translates directly to the current workplace. But by branding this great administrator and diplomat with disapproval, a leader's toolbox is diminished, lacking the full range of strategies and processes used to manage the many facets of modern business. Five hundred years have passed since Machiavelli shared his advice and views about the nature of leaders and their followers. Perhaps it is time to take another look?

Karen L. Cates, Ph.D, is a professor of management at Monmouth College, Monmouth, Ill., and teaches executive courses for Evanston, Ill.-based Northwestern University's Kellogg School of Management.