This quantitative review explored the political skill construct and its predictive ability across a number of organizational outcomes. First, we extended the Ferris et al. meta‐theoretical framework ...of political skill. Next, incorporating meta‐analysis, we found political skill is positively related to self‐efficacy, job satisfaction, organizational commitment, work productivity, organizational citizenship behavior (OCB), career success, and personal reputation, and negatively related to physiological strain. Political skill was not significantly related to psychological strain or perceptions of organizational politics. Using meta‐regression and dominance analyses, political skill predicted task performance after controlling for the Big Five personality characteristics and general mental ability. In a test of indirect relationships, our results suggest that personal reputation and self‐efficacy partially mediate the political skill–task performance relationship. Finally, in a post hoc test of political skill dimensions, we found that networking ability, interpersonal influence, and apparent sincerity (but not social astuteness) predicted task performance. Our findings provide a comprehensive assessment of theory and research to date on political skill and extend theoretical foundations to stimulate new inquiry into the operation of this important construct.
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BFBNIB, FZAB, GIS, IJS, IZUM, KILJ, NLZOH, NUK, OILJ, PILJ, SAZU, SBCE, SBMB, UL, UM, UPUK
Although the study of salesperson performance traditionally has focused on salespeople's activities and relationships with customers, scholars recently have proposed that salespeople's ...intraorganizational relationships and activities also play a vital role in driving sales performance. Using data from 286 salespeople in a unique social network analysis, the authors explore the effects of salespeople's intraorganizational relationships on objective salesperson performance as well as the role of political skill in developing intraorganizational relationships. The results indicate that two types of social network characteristics (i.e., relational centrality and positional centrality) contribute substantially to salesperson performance. Moreover, salespeople's political skill is shown to be an antecedent to relational centrality but, surprisingly, not positional centrality. This finding demonstrates that researchers should not assume that all centralities represent similar underlying network characteristics. In light of these results, the authors discuss several implications for both managers and researchers as well as directions for further research.
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BFBNIB, INZLJ, IZUM, KILJ, NMLJ, NUK, OILJ, PILJ, PNG, SAZU, UKNU, UL, UM, UPUK, ZRSKP
The implementation of effective human resource (HR) practices typically rests with line managers. This paper uses social context theory to propose that line manager HR implementation is influenced by ...organizational culture, climate, and political considerations. Subsequently, HR implementation is anticipated to drive employee outcomes. This model's implications and future research directions also are discussed.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK
4.
Politics in Organizations Ferris, Gerald R; Treadway, Darren C
2012, 20120427, 2011, 2012-02-14, 2012-04-27
eBook
This edited volume in the SIOP Frontiers series is one of the first to look at the psychological factors behind politics and power in organizations. Noted contributors from schools of management, ...psychology, sociology and political science look at the theory, research, methodology and ethical issues related to organizational politics and climates. The book is divided into three parts: Part 1 looks at the historical evolution of the field; Part 2 integrates organizational politics with important organizational behavior constructs and/or areas of inquiry, for example in the chapter by Lisa Leslie and Michele Gelfand which discusses the implications of cross-cultural politics on expatriates and within cross-national mergers; and Part 3 focuses on individual differences and organizational politics, focusing on the nature of political relationships.
Political Skill in Organizations Ferris, Gerald R.; Treadway, Darren C.; Perrewé, Pamela L. ...
Journal of management,
06/2007, Volume:
33, Issue:
3
Journal Article
Peer reviewed
Political skill is a construct that was introduced more than two decades ago as a necessary competency to possess to be effective in organizations. Unfortunately, despite appeals by organizational ...scientists to further develop this construct, it lay dormant until very recently. The present article defines and characterizes the construct domain of political skill and embeds it in a cognition—affect—behavior, multilevel, meta-theoretical framework that proposes how political skill operates to exercise effects on both self and others in organizations. Implications of this conceptualization are discussed, as are directions for future research and practical implications.
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Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The ...authors’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, and contextual variables represent significant groups of LMX antecedents, leader variables explained the most variance in LMX quality. Moderator analyses revealed that the particular LMX scale, country of participants, and work setting studied did not produce meaningful influences on the relationships in the meta-analysis. However, power distance and individualism did moderate some of these relationships. To provide continuity with the LMX meta-analyses and conceptual reviews that have focused on LMX consequences, the authors tested a number of mediation models. The results demonstrated that LMX frequently plays a mediating role in the relationships where mediation could be tested.
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Social influence is one of the oldest and most researched constructs in organizational behavior. Most research has examined the “what” and “who” of social influence behavior, but it was not until ...recently that scholars began examining the “how,” or the operation, of social influence techniques and behaviors. Social effectiveness constructs, such as political skill, have been the primary focus of this research effort. However, despite these constructs illuminating social influence processes, little is known about the actual operation of the social effectiveness constructs themselves. Thus, to develop a more complete understanding of social influence effectiveness, this article develops a theoretical framework by synthesizing several literatures and explaining how the individual dimensions of political skill affect the social influence process. Specifically, the authors (a) review and integrate research and theory in social influence and political skill; (b) develop an opportunity recognition, evaluation, and capitalization model to provide a theoretical framework for the dimensional dynamics of political skill; and (c) provide suggestions for how this framework informs future political skill research.
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Drawing from social/political influence, leader–member exchange (LMX), and social comparison theories, the present two-study investigation examines three levels of LMX differentiation (i.e., ...individual-level, meso-level, and group-level LMX differentiation) and further tests a model of the joint effects of political skill and LMX differentiation on LMX, relative LMX, and employee work outcomes. In Study 1, we used data from 231 employees and found support for the interactive effect of political skill and individual perceptions of LMX differentiation on LMX quality. We also found partial support for the moderating role of individual-level LMX differentiation on the indirect effects of political skill on self-rated task performance and job satisfaction via LMX. In Study 2, we used data from 185 supervisor–subordinate dyads and examined both meso-level and group-level LMX differentiation via a multilevel moderated mediation model. Results supported the moderating role of group-level LMX differentiation and group mean LMX on the indirect effects of political skill on supervisor-rated task performance and contextual performance/citizenship behavior as well as job satisfaction via relative LMX. Overall, the results suggest that politically skilled employees reap the benefits of LMX differentiation, as they enjoy higher absolute LMX and relative (i.e., to their peers) LMX quality.
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BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NMLJ, NUK, OILJ, PNG, SAZU, SBCE, SBMB, UL, UM, UPUK
Strategic human resources management (SHRM) scholars recently have suggested that high-performance work practices (HPWP) implementation might serve as a critical mediator between HPWP and workplace ...outcomes. This study proposes and tests a model that positions line managers' perceptions regarding the extent to which they implement their organization's HPWP as a mediator of relations between HPWP and employee attitudes (i.e., turnover intentions and participative decision-making perceptions) and behavior (i.e., job performance). Using data from 507 line managers and 109 matched line manager-subordinate response sets, the results suggest that line managers' HPWP implementation perceptions fully mediate relations between HPWP and employee outcomes. The authors also found that line managers' human resources competency and political skill affect their HPWP implementation perceptions. Overall, these findings contribute to a more informed understanding of relationships between HPWP and work outcomes and suggest that additional SHRM research is needed to better understand whether and how HPWP are implemented.
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CEKLJ, FFLJ, NUK, ODKLJ, PEFLJ, UPUK
Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced ...with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for research on managers’ roles in HRM across all hierarchical levels.
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