Politics perceptions as moderator of the political skill – job performance relationship: A two-study, cross-national, constructive replication

Kapoutsis, Ilias; Papalexandris, Alexandros; Nikolopoulos, Andreas; Hochwarter, Wayne A.; Ferris, Gerald R.

doi:10.1016/j.jvb.2010.09.009

Cited by 60 publications

(58 citation statements)

References 85 publications

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“…Recent studies have shown the relevance of COR theory to serve as a conceptual foundation for the role of individuals' psychological resources to cope with harmful effects of organizational politics (Kapoutsis, Papalexandris, Nikolopoulos, Hochwarter, & Ferris, 2011).…”

Section: The Moderating Role Of Psychological Capitalmentioning

confidence: 99%

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance

Abbas

Raja

Darr³

et al. 2012

Journal of Management

408

445

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With a diverse sample (N = 231 paired responses) of employees from various organizations in Pakistan, the authors tested for the main effects of perceived organizational politics and psychological capital on turnover intentions, job satisfaction, and supervisor-rated job performance. They also examined the moderating influence of psychological capital in the politics–outcomes relationships. Results provided good support for the proposed hypotheses. While perceived organizational politics was associated with all outcomes, psychological capital had a significant relationship with job satisfaction and supervisor-rated performance only. As hypothesized, the negative relationship of perceived organizational politics with job satisfaction and supervisor-rated performance was weaker when psychological capital was high. However, the result for turnover intentions was counter to expectations where the politics–turnover intention relationship was stronger when psychological capital was high.

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Section: The Moderating Role Of Psychological Capitalmentioning

confidence: 99%

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance

Abbas

Raja

Darr³

et al. 2012

Journal of Management

408

445

View full text Add to dashboard Cite

show abstract

“…In interactions with such supervisors, employees might receive explanations of why the organization engages in politics-based decision making, such as to increase political skill development or decision-making speed Kapoutsis, Papalexandris, Nikolopoulos, Hochwarter, & Ferris, 2011). These insights then help employees comprehend how and why political behaviors are manifest in their work environment (Bouckenooghe, 2012).…”

Section: Moderating Role Of Transformational Leadershipmentioning

confidence: 99%

Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

Clercq

Belausteguigoitia

2017

Journal of Management & Organization

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Organizational politics and OCB 2Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources (7,352 words) AbstractBased on the job demands-resources model, this study considers how employees' perceptions of organizational politics (POP) might reduce their engagement in organizational citizenship behavior (OCB). It also considers the moderating role of two contextual resources and one personal resource (i.e., supervisor transformational leadership, knowledge sharing with peers, and resilience) and argues that they buffer the negative relationship between POP and OCB. Data from a Mexican-based manufacturing organization reveal that POP reduces OCB, but the effect is weaker with higher levels of transformational leadership, knowledge sharing, and resilience.The buffering role of resilience is particularly strong when transformational leadership is low, thus suggesting a three-way interaction among POP, resilience, and transformational leadership.These findings indicate that organizations marked by strongly politicized internal environments can counter the resulting stress by developing adequate contextual and personal resources within their ranks.

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“…(Ferris et al, 2005;Kapoutsis, Papalexandris, Nikolopoulos, Hochwarter, & Ferris, 2011). Thus, politically skilled managers have the savvy to make better decisions concerning which influence tactics to employ in particular situations and can effectively deploy such tactics in any given context, with the desired outcomes Higgins et al, 2003).…”

Section: The Moderating Role Of Political Skillmentioning

confidence: 99%

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

Kapoutsis

Papalexandris

Thanos

2016

The International Journal of Human Resource Management

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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.

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Politics perceptions as moderator of the political skill – job performance relationship: A two-study, cross-national, constructive replication

Cited by 60 publications

References 85 publications

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance

Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

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