Political skill and the job performance of bullies

Abstract

PurposeRecent studies suggest that 84 percent of employees are affected in some manner by workplace bullies. The current study aims to integrate theory from social information processing and political skill to explain how bullies can successfully navigate the social and political organizational environment and achieve higher ratings of performance.Design/methodology/approachA questionnaire, archival performance data, and social networks methodology were employed in a health services organization in order to capture the individual differences and social perception of bullies in the workplace.FindingsWhile victims are usually targeted due to their social incompetence, on some occasions bullies can possess high levels of social ability. Due to their social competence, they are able to strategically abuse coworkers and yet be evaluated positively by their supervisor.Research limitations/implicationsThis study is the first attempt to measure the high performance of bullies who thrive in the workplace. Future research could investigate the ways in which bullies select their targets and the role of an abusive organizational climate in their subsequent effectiveness.Practical implicationsCompanies and researchers should consider how organizational interventions could serve to balance bullying behavior in a manner that limits deviant behavior while rewarding high performers.Originality/valueThe current paper applies a social effectiveness framework (social information processing (SIP)) as a lens through which to explain bullies who maintain high levels of performance ratings. The application of this theory to bullying leads to a functional perspective of workplace deviance.

A Review of Political Skill: Current Research Trend and Directions for Future Research

“…Kolodinsky et al (2007) found that, for politically skilled subordinates, the use of rationality tactics tends to result in supervisor perceptions of similarity to and liking of the subordinate, and, in turn, this also leads to higher supervisor-rated job performance. Treadway et al (2013b) found that the relationship between bullying and job performance is positive for politically skilled employees and negative for those politically unskilled, since politically skilled bullies can conceal their ultimate motives. Previous studies also found a mediating effect in reputation (Liu et al 2007;see Munyon et al 2014 for a metaanalysis).…”

It's lonely at the bottom (too): The effects of experienced powerlessness on social closeness and disengagement

“…We argue that political skill will amplify the distancing effects of experienced powerlessness because employees who are high (vs. low) in political skill are particularly attuned to the consequences of power dynamics at work. Employees who are high (vs. low) in political skill place a high priority on understanding and attending to their social environment (Ferris et al., ; Treadway, Shaughnessy, Breland, Yang, & Reeves, ). This suggests that the effects of experienced powerlessness may be especially strong for politically skilled employees, because these employees are likely to view everyday interactions with their coworkers as manifestations of their powerlessness.…”

How Some Companies Unwittingly Make Bullying a Rational Choice

“…Due to their social competence and political skills, bullies are often able to strategically abuse coworkers and yet still be evaluated positively by their supervisors. 7 The term abrasive personality has been used to describe executives who exhibit competitive, dominating, and controlling tendencies that create friction in interpersonal relationships. 8 Such individuals seem to operate as though they were somehow privileged but are often unaware of their impact on others.…”