Political will is widely recognized as an important, yet profoundly underinvestigated, construct that lacks conceptual clarity and valid measurement. To address this lack, we conducted four studies encompassing six samples (N = 925) from three countries (United States, Greece, and United Kingdom) that establish the psychometric properties and nomological network of the Political Will Scale. We demonstrate that the scale exhibits both convergent and discriminant validity with several conceptually related constructs while also determining that political will positively relates to influence and work-related behaviors. As an extension of our findings, political will seems to explain variance over and above political skill in relation to influence tactics, status, and career growth potential. The theoretical implications of this new scale are discussed in relation to organizational politics, leadership, and social change.

SummaryDrawing 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 individuallevel 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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Purpose – This study aims to examine the effects of earlier-in-life family events and experiences on the development of compulsive buying behavior in later life. Design/methodology/approach – The study is based on data collected from a self-administered survey of 285 young Greek adults. Findings – Young individuals appear to be particularly susceptible to their peers’ evaluations of consumption matters. However, those who experience family disruptions and have a low socio-economic status are least likely to communicate with their peers about consumer matters, possibly as a self-protection coping mechanism. Contrary to previous findings, family communication styles promote rather than deter the development of compulsive tendencies, suggesting the influence of other macro-environmental factors upon the development of young adults’ compulsive consumption tendencies. Social implications – Understanding the underlying mechanisms and contexts that promote the development of compulsive buying is imperative for deterring the onset of maladaptive consumption habits that have adverse effects on the individual and on society as a whole. Originality/value – Using the multi-theoretical life course paradigm, this study highlights the links between earlier-in-life experiences and social contexts to the onset and development of compulsive behaviors. The findings could assist public policy makers and parents to use strategies that would educate and protect future generations from developing compulsive consumption habits.

Hard, soft or ambidextrous? Which influence style promotes managers' task performance and the role of political skillAmbidexterity at the manager level focuses on the crucial, but underexplored, role of managers' knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers' task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager's task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.