Weitere Artikel dieser Ausgabe durch Wischen aufrufen
The purpose of this study was to test a moderated mediation model of the dimensionality of political skill on influence tactic choice and performance ratings.
Dyadic data were analyzed using a mixed-method approach to account for any leader-level effects, as well as bootstrapping methods to account for the modest sample size (n = 116).
Social astuteness best predicted positive impression management (IM) over negative IM. Apparent sincerity interacted with positive impression management tactics to predict higher performance ratings, whereas interpersonal influence did not.
The findings support that socially astute individuals use more positive influence tactics in the workplace. This could impact the broader work environment, making it more pleasant than one with individuals using negative influence tactics. Thus, it might be the interest of organizations to train individuals to enhance their social astuteness. However, confirming prior research, performance evaluations made by managers are impacted by more than objective performance (e.g., political skill). Thus, organizations need to ensure the proper training of managers to lessen these types of biases.
This research empirically validates components of the metatheoretical framework of political skill (Ferris et al. Journal of Management 33:290–320, 2007) by examining the impact that dimensions of political skill have on interpersonal processes and outcomes in the workplace.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage Publications, Incorporated.
Anseel, F., Lievens, F., Schollaert, E., & Choragwicka, B. (2010). Response rates in organizational science, 1995–2008: A meta-analytic review and guidelines for survey researchers. Journal of Business and Psychology, 25(3), 335–349. CrossRef
Baron, R. A., & Markman, G. D. (2000). Beyond social capital: The role of social competence in entrepreneurs’ success. Academy of Management Executive, 14, 106–116.
Bing, M. N., Davison, H. K., Minor, I., Novicevic, M. M., & Frink, D. D. (2011). The prediction of task and contextual performance by political skill: A meta-analysis and moderator test. Journal of Vocational Behavior, 79(2), 563–577. CrossRef
Blakely, G. L., Andrews, M. C., & Fuller, J. (2005). Are chameleons good citizens? A longitudinal study of the relationship between self-monitoring and organizational citizenship behavior. Journal of Business and Psychology, 18(2), 131–144. CrossRef
Blass, F. R., Brouer, R. L., Perrewé, P. L., & Ferris, G. R. (2007). Politics understanding and networking ability as a function of mentoring. Journal of Leadership and Organizational Studies, 14(2), 93–105. CrossRef
Blickle, G., Kramer, J., Zettler, I., Momm, T., Summers, J. K., Munyon, T. P., et al. (2009). Job demands as a moderator of the political skill–job performance relationship. Career Development International, 14, 333–350. CrossRef
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations (pp. 349–381). San Francisco: Jossey-Bass.
Bliese, P. (2012). Package ‘multilevel’: Multilevel functions R package version 2.4.
Bliese, P. D., & Hanges, P. J. (2004). Being both too liberal and too conservative: The perils of treating grouped data as though they were independent. Organizational Research Methods, 7(4), 400–417. CrossRef
Bolino, M. C., Kacmar, K. M., Turnley, W. H., & Gilstrap, J. B. (2008). A multi-level review of impression management motives and behaviors. Journal of Management, 34, 1080–1109. CrossRef
Bolino, M. C., & Turnley, W. H. (1999). Measuring impression management in organizations: A scale development based on the Jones and Pittman taxonomy. Organizational Research Methods, 2(1), 187–206. CrossRef
Bolino, M. C., & Turnley, W. H. (2003). More than one way to make an impression: Exploring profiles of impression management. Journal of Management, 29, 141–161. CrossRef
Bolino, M. C., Varela, J. A., Bande, B., & Turnley, W. H. (2006). The impact of impression-management tactics on supervisor ratings of organizational citizenship behavior. Journal of Organizational Behavior, 27(3), 281–297. CrossRef
Bozeman, D. P., & Kacmar, K. M. (1997). A cybernetic model of impression management processes in organizations. Organizational Behavior and Human Decision Processes, 69, 9–30. CrossRef
Brass, D. J. (1995). A social network perspective on human resources management. Research in Personnel and Human Resources Management, 13(1), 39–79.
Brass, D. J. (2001). Social capital and organizational leadership. In S. J. Zaccaro & R. J. Klimoski (Eds.), The nature of organizational leadership: Understanding the performance imperatives confronting today’s leaders (pp. 132–152). San Francisco: Jossey-Bass.
Bromley, D. B. (1993). Reputation, image, and impression management. New York: Wiley.
Bryk, A. S., & Raudenbush, S. W. (1988). Toward a more appropriate conceptualization of research on school effects: A three-level hierarchical linear model. American Journal of Education, 97, 65–108. CrossRef
Burt, R. S. (2005). Brokerage and closure: An introduction to social capital (p. 279). New York: Oxford University Press.
Cable, D. M., & Judge, T. M. (2003). Manager’s upward influence tactic strategies: The role of manager personality and supervisor leadership style. Journal of Organizational Behavior, 24, 197–214. CrossRef
Caldwell, D. F., & Burger, J. M. (1997). Personality and social influence strategies in the workplace. Personality and Social Psychology Bulletin, 23, 1003–1012. CrossRef
Case, T., Dosier, L., Murkinson, G., & Keys, B. (1988). How managers influence superiors: A study of upward influence tactics. Leadership and Organizational Development Journal, 9, 25–31. CrossRef
Deluga, R. J., & Perry, J. T. (1991). The relationship of subordinate upward influencing behaviour, satisfaction, and perceived superior effectiveness with leader-member exchanges. Journal of Occupational Psychology, 64, 239–252. CrossRef
Eden, D. (2002). From the editors. Academy of Management Journal, 45, 841–846. CrossRef
Ellen, B. P, I. I. I., Ferris, G. R., & Buckley, M. R. (2013). Leader political support: Reconsidering leader political behavior. The Leadership Quarterly, 24, 842–857. CrossRef
Falbe, C. M., & Yukl, G. (1992). Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal, 38, 638–652. CrossRef
Ferris, G. R., Adams, G., Kolodinsky, R. W., Hochwarter, W. A., & Ammeter, A. P. (2002a). Perceptions of organizational politics: Theory and research directions. In F. J. Yammarino & F. Dansereau (Eds.), The many faces of multi-level issues, vol. 1 (pp. 179–254). Amsterdam: JAI Press. CrossRef
Ferris, G. R., Blickle, G., Schneider, P. B., Kramer, J., Zettler, I., Solga, J., et al. (2008). Political skill construct and criterion-related validation: A two-study investigation. Journal of Managerial Psychology, 23, 744–771. CrossRef
Ferris, G. R., Davidson, S. L., & Perrewé, P. L. (2005a). Political skill at work: Impact on work effectiveness. Mountain View, CA: Davies-Black.
Ferris, G. R., Hochwarter, W. A., Douglas, C., Blass, F. R., Kolodinsky, R. W., & Treadway, D. C. (2002b). Social influence processes in organizations and human resources systems. Research in Personnel and Human Resources Management, 21, 65–127. CrossRef
Ferris, G. R., & Mitchell, T. R. (1987). The components of social influence and their importance for human resources research. In K. M. Rowland & G. R. Ferris (Eds.), Research in personnel and human resources management, vol. 5 (pp. 103–128). Greenwich, CT: JAI Press.
Ferris, G. R., Treadway, D. C., Brouer, R. L., & Munyon, T. P. (2012). Political skill in the organizational sciences. In G. R. Ferris & D. C. Treadway (Eds.), Politics in organizations: Theory and research challenge (pp. 487–528). New York, NY: Routledge/Taylor and Francis Publishing.
Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., et al. (2005b). Development and validation of the political skill inventory. Journal of Management, 31, 126–152. CrossRef
Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33, 290–320. CrossRef
Geen, R. (1991). Social motivation. Annual Review of Psychology, 42, 377–399. CrossRef
Gordon, R. (1996). Impact of ingratiation on judgments and evaluations: A meta-analytic investigation. Journal of Personality and Social Psychology, 71, 54–70. CrossRef
Higgins, C. A., Judge, T. A., & Ferris, G. R. (2003). Influence tactics and work analysis: A meta-analysis. Journal of Organizational Behavior, 24, 89–106. CrossRef
Johnson, D. R., & Creech, J. C. (1983). Ordinal measures in multiple indicator models: A simulation study of categorization error. American Sociological Review, 48, 398–407. CrossRef
Jones, E. E. (1990). Interpersonal perception. New York, NY: W.H. Freeman.
Jones, E. E., & Pittman, T. S. (1982). Toward a general theory of strategic self-presentation. In J. Suls (Ed.), Psychological perspectives on the self, vol. 1 (pp. 231–262). Hillsdale, NJ: Lawrence Erlbaum.
Kapoutsis, I., Papalexandris, A., Nikolopoulos, A., Hochwarter, W. A., & Ferris, G. R. (2011). Politics perceptions as moderator of the political skill–job performance relationship: A two-study, cross-national, constructive replication. Journal of Vocational Behavior, 78(1), 123–135. CrossRef
Kipnis, D., & Schmidt, S. M. (1988). Upward-influence styles: Relationship with performance evaluations, salary, and stress. Administrative Science Quarterly, 33(4), 528–542. CrossRef
Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intraorganizational influence tactics: Explorations in getting ones way. Journal of Applied Psychology, 65, 440–452. CrossRef
Kline, R. B. (2011). Principles and practice of structural equation modeling (3rd ed.). New York, NY: The Guilford Press.
Krull, J. L., & MacKinnon, D. P. (2001). Multilevel modeling of individual and group level mediated effects. Multivariate Behavioral Research, 36(2), 249–277. CrossRef
Leary, M. R., & Kowalski, R. M. (1990). Impression management: A literature review and two-component model. Psychological Bulletin, 107, 34–47. CrossRef
Liden, R. C., & Mitchell, T. R. (1988). Ingratiatory behaviors in organizational settings. Academy of Management Review, 13, 572–587.
Liu, Y., Ferris, G. R., Zinko, R., Perrewé, P. L., Weitz, B., & Xu, J. (2007). Dispositional antecedents and outcomes of political skill in organizations: A four-study investigation with convergence. Journal of Vocational Behavior, 71(1), 146–165. CrossRef
Meurs, J. A., Gallagher, V. C., & Perrewé, P. L. (2010). The role of political skill in the stressor–outcome relationship: Differential predictions for self-and other-reports of political skill. Journal of Vocational Behavior, 76(3), 520–533. CrossRef
Mowday, R. T. (1978). The exercise of upward influence in organizations. Administrative Science Quarterly, 23, 137–156. CrossRef
Pfeffer, J. (1992). Managing with power: Politics and influence in organizations. Boston: Harvard Business School Press.
Pinheiro, J., Bates, D., DebRoy, S., Sarkar, D., & R Development Core Team (2012). nlme: Linear and Nonlinear Mixed Effects Models R package version 3.1.
Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185–227. CrossRef
Richardson, H. A., Simmering, M. J., & Sturman, M. C. (2009). A tale of three perspectives: Examining post hoc statistical techniques for detection and correction of common method variance. Organizational Research Methods, 12, 762–800. CrossRef
Schlenker, B. R. (2003). Self-presentation. In M. Leary & J. Price (Eds.), Handbook of self and identity (pp. 492–518). New York, NY: Guilford Press.
Shaughnessy, B. A., Treadway, D. C., Breland, J. A., Williams, L. V., & Brouer, R. L. (2011). Influence and promotability: The importance of female political skill. Journal of Managerial Psychology, 26(7), 584–603. CrossRef
Shi, J., Chen, Z., & Zhou, L. (2011). Testing differential mediation effects of sub-dimensions of political skills in linking proactive personality to employee performance. Journal of Business and Psychology, 26(3), 359–369. CrossRef
Snell, S., Tonidandel, S., Braddy, P., & Fleenor, J. (2013). The relative importance of political skill dimensions for predicting managerial effectiveness. European Journal of Work and Organizational Psychology,. doi: 10.1080/1359432X.2013.817557.
Sosik, J. J., Avolio, B. J., & Jung, D. I. (2002). Beneath the mask: Examining the relationship between self-presentation attributes and impression management in charismatic leadership. The Leadership Quarterly, 13, 217–242. CrossRef
Sparrowe, R. T., Liden, R. C., Wayne, S. J., & Kraimer, M. L. (2001). Social networks and the performance of individuals and groups. Academy of Management Journal, 44(2), 316–325. CrossRef
Tabachnick, B. G., & Fidell, L. S. (2007). Using multivariate statistics (5th ed.). Boston, MA: Allyn & Bacon.
Thacker, R. A., & Wayne, S. J. (1995). An examination of the relationship between upward influence tactics and assessments of promotability. Journal of Management, 21, 739–756. CrossRef
Vecchio, R. P., & Sussmann, M. (1991). Choice of influence tactics: Individual and organizational determinants. Journal of Organizational Behavior, 12, 73–80. CrossRef
Wayne, S. J., & Ferris, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and a field study. Journal of Applied Psychology, 75, 487–499. CrossRef
Wayne, S. J., & Liden, R. C. (1995). Effects of impression management on performance ratings: A longitudinal study. Academy of Management Journal, 38, 232–260. CrossRef
Yukl, G., & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525–535. CrossRef
- Political Skill Dimensionality and Impression Management Choice and Effective Use
Robyn L. Brouer
Rebecca L. Badaway
Vickie Coleman Gallagher
Julita A. Haber
- Springer US
Neuer Inhalt/© Stellmach, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta