Leader Political Skill and Team Performance

Ahearn, Kathleen Kraus; Ferris, Gerald R.; Hochwarter, Wayne A.; Douglas, Ceasar; Ammeter, Anthony P.

doi:10.1016/j.jm.2003.01.004

Cited by 395 publications

(411 citation statements)

References 34 publications

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“…Ahearn et al (2004) found that leader political skill was positively related to team perfor-mance. Similarly, Treadway et al (2004) found that leader political skill positively predicted trust and job satisfaction and negatively predicted organizational cynicism through its positive relationship with perceived organizational support.…”

Section: Political Skillmentioning

confidence: 99%

The impact of political skill on impression management effectiveness.

Harris

Kacmar

Zivnuska

et al. 2007

Journal of Applied Psychology

387

346

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In this study, the authors investigated the effect of an individual's political skill on the relationships between 5 different impression management tactics (intimidation, exemplification, ingratiation, selfpromotion, and supplication) and supervisor evaluations of performance. To test these relationships, the authors used a matched sample of 173 supervisor-subordinate dyads who worked full time in a state agency. Findings showed that individuals who used high levels of any of the tactics and who were politically skilled achieved more desirable supervisor ratings than did those who used the tactics but were not politically skilled. Opposite results were found when impression management usage was low. That is, individuals who were not politically skilled created a more desirable image in their supervisors' eyes than did their politically skilled counterparts when they did not use these tactics. Practical and research implications for the findings as well as directions for future research are offered.

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Section: Political Skillmentioning

confidence: 99%

The impact of political skill on impression management effectiveness.

Harris

Kacmar

Zivnuska

et al. 2007

Journal of Applied Psychology

387

346

View full text Add to dashboard Cite

show abstract

“…The perspective of the above participant is valid as it is easier for the head of a camel to pass through the eye of a niddle than for an organization to grow beyond the competence of its workforce (Ahearn, Ferris, Hochwarter, Douglas, & Ammeter, 2004;Collins 2009). …”

Section: Output Stagementioning

confidence: 99%

The Impact of Corporate Governance and Organizational Politics on Leadership Effectiveness/Ineffectiveness in the Nigerian Banking Sector

Omoijiade¹

2015

IJBM

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This study aims at examining the impact of organizational politics and corporate governance on leadership effectiveness/ineffectiveness in the Nigerian banking sector. This study culminates in the building of organizational politics, corporate governance and leadership effectiveness/ineffectiveness and good corporate performance/poor corporate performance model. While good corporate governance elements will enhance good corporate performance, poor corporate governance elements will impair leadership effectiveness and hence poor corporate performance. In this study, I found that as a result of crime of obedience, those who occupy sensitive positions who are products of distributed advantages/disadvantages only serve the interest of their principals. Thus, the objective of monitoring, independence and control instituted for the enhancement of corporate governance are subverted.Although the crime of obedience is within the rubrics of organizational politics, it is found in this study as a catalyst which triggers/acts on the elements in corporate governance. The enhancement of good corporate governance in the Nigerian banking sector cannot be dependent on self-equilibrating mechanism. To mitigate the harsh effect of organizational politics and enhance the elements of monitoring, independence and control in corporate governance, employees and their representatives must be allowed to exist to constrain the ability of the leadership to act arbitrarily. The attainment of this goal and a synergy between employees and their representatives and strong private sector empowerment regulation will enhance effective corporate governance in banks.This study reflects the stance of interpretivism. Interpretevists are more liable in using action research. The adoption of action research is predicated on this premise. Although interpretivism is weak on ground of subjectivity, the strongest argument of the interpretivist is the necessity to discover the details of the situation and understand the reality working behind them. This research will create the needed understanding of the extent to which organizational politics is a determinant of corporate governance configuration and hence leadership effectiveness/ ineffectiveness in the Nigerian banking sector.

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“…These include widespread changes to company structures resulting in more complex and challenging work environments for managers. With greater spans of control the manager role is increasingly concerned with the need to influence groups and social situations rather than monitoring the performance of individual subordinates (Ahearn, Ferris, Hochwarter, Douglas & Ammeter, 2004;Ferris, Witt & Hochwarter, 2001). Similarly, a growing emphasis on coaching, facilitating, and coordination of teams has meant that political skills have become more important to managers" ability to achieve their own individual objectives.…”

Section: Perceptions Of Politics: a Critical Evaluationmentioning

confidence: 99%

“…They argue that political skill affects the type of influence tactics people use and how effective they are. In a comparatively rare study using objective measures of team performance, Ahearn et al (2004) investigated the impact of leader political skill on how successful child welfare casework teams were at placing children into legally final living arrangements. They found that subordinate perceptions of their leader"s political skill predicted leader effectiveness ratings after controlling for leader demographic and social skill variables.…”

Section: Perceptions Of Politics: a Critical Evaluationmentioning

confidence: 99%

“…It is also an opportunity for I/O psychologists to demonstrate how their knowledge and expertise might contribute towards the support and development of elected representatives. For example, researchers have suggested that political skill in the workplace can be developed through coaching , mentoring (Perrewé & Nelson, 2004), learning and experience (Ahearn et al 2004;Ferris, Anthony, Kolodinsky, Gilmore & Harvey, 2002;Maniero, 1994;Witt, 1995), and global assignments . There is also some evidence that the use of peer mentoring by local politicians can help to develop knowledge and skills (Whiteman, 2004).…”

Section: "Politics Is Perhaps the Only Profession For Which No Preparmentioning

confidence: 99%

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The Good, the Bad and the Ugly: Politics and Politicians at Work

Silvester

2008

International Review of Industrial and Organizational Psychology 2008

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This is the accepted version of the paper.This version of the publication may differ from the final published version. (Gandz & Murray, 1980). Much less likely would be descriptions of political actions being used for the good of others or to achieve some work-related goal. Permanent repository linkPolitics is associated with the "dark side" of workplace behaviour and researchers have described political behaviour as inherently divisive, stressful, and a cause of dissent and reduced performance (e.g., Bolino, 1999;Fandt & Ferris, 1990; Ferris, Adams, Kolodinsky, Hochwater & Ammeter, 2002;Kacmar & Baron, 1999;Witt, 1998). For the most part political activity is seen as something that needs to be minimized or removed to maximize organizational functioning.Yet, politics and politicians are also at the heart of democracy: their performance affects This chapter considers why I/O psychologists do not look to political arenas to test or apply their theories and research, and why there have been so few attempts to explore organizational politics in the broader political context of government organizations. It considers whether this is a missed opportunity or whether valid differences make it difficult to draw comparisons between politics in the workplace and the politics of government. In order to do this, the chapter critically reviews research on workplace politics by I/O psychologists and reflects on findings in relation to the broader arena of politicians and political work. The primary focus is on individuals acting politically rather than groups or political systems. It asks whether a better understanding of political activity at work might be gained by studying politicians and political environments. The 1970s and 1980s saw burgeoning interest in the topic of organizational politics.Effort was devoted to explaining why politics occurred, when it was likely to occur, the form it might take, as well as its likely consequences. Research focused on politics as an organizational phenomenon, with political activity resulting from individuals or groups with different needs competing for limited organizational resources. Organizations were described as political battlegrounds where coalitions form and deform in the process of building and exercising power, and daily campaigns are waged in an effort to control scarce resources (Bies & Tripp, 1995;Ferris, Perrewé, Anthony & Gilmore, 2000). Two broad perspectives emerged from this work. In the first of these researchers typically view politics as an illegitimate aspect of organizational life: a phenomenon that causes conflict and division between organizational members, impeding the achievement of organizational goals. Central to this perspective is the idea that politics involves placing self-interest above the interests of organization and other organizational members (see definitions of political behaviour in Table 1). Pettigrew (1973), for example, describes company politics as the by-play that occurs when a person or group wishes to advance themselves or their ideas...

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Leader Political Skill and Team Performance

Cited by 395 publications

References 34 publications

The impact of political skill on impression management effectiveness.

The impact of political skill on impression management effectiveness.

The Impact of Corporate Governance and Organizational Politics on Leadership Effectiveness/Ineffectiveness in the Nigerian Banking Sector

The Good, the Bad and the Ugly: Politics and Politicians at Work

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