Manipulative Drive: Definition, History, and Further Reading
Manipulative drive is a human behavior characterized by the desire to acquire and use power over others. It is often associated with Machiavellianism, which is defined as a personality trait characterized by the manipulation of others for one’s own personal gain. Manipulative drive has been studied extensively in the fields of psychology, sociology, anthropology, and business.
The concept of manipulative drive can be traced back to the writings of Niccolò Machiavelli, an Italian statesman and philosopher who wrote The Prince in the 16th century. In this work, Machiavelli argued that it was sometimes necessary for a leader to use deception and manipulation in order to achieve success. Over the centuries, this concept has been explored and debated in different contexts. In modern society, manipulative drive is often seen as an undesirable trait, especially in the workplace.
Manipulative drive has been studied extensively, particularly in the realm of psychology and sociology. Research has focused on how manipulative drive is related to various aspects of personality and social behavior. For example, research has found that individuals who have a higher level of manipulative drive are more likely to engage in deceptive behavior, exploit others for their own gain, and lack empathy for others.
In addition to research in psychology and sociology, manipulative drive has also been studied in the field of business. Studies have found that employees who have a higher level of manipulative drive are more likely to be successful in their careers. This could be due to their ability to influence others and gain an advantage in negotiations.
Overall, manipulative drive is a human behavior characterized by the desire to acquire and use power over others. It has been studied extensively in multiple disciplines, and research has found that it can be linked to various aspects of personality and social behavior.
For further reading, please see the following scientific journal articles:
Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal of Selection and Assessment, 9(1-2), 40-51.
Kelman, H. C. (1958). Compliance, identification, and internalization: Three processes of attitude change. Journal of Conflict Resolution, 2(1), 51-60.
Morrison, E. W., & Robinson, S. L. (1997). When employees feel betrayed: A model of how psychological contract violation develops. Academy of Management Review, 22(1), 226-256.
Voracek, M., & Dressler, S. G. (2006). Machiavellianism, psychopathy, and narcissism in the Five-Factor Model and the HEXACO model of personality structure. Personality and Individual Differences, 40(2), 329-339.