The relative importance of political skill dimensions for predicting managerial effectiveness

Snell, Samuel J.; Tonidandel, Scott; Braddy, Phillip W.; Fleenor, John W.

doi:10.1080/1359432x.2013.817557

Cited by 30 publications

(30 citation statements)

References 53 publications

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“…It has also been described as an important part of building and maintaining managers' authority [e.g. [53][54][55][56][57][58][59]. Since House's [7] typology does not include confidence as a type of support, previous research has overlooked one of the reasons as to why managers' seek different types of support from different sources.…”

Section: Contributionsmentioning

confidence: 95%

“…They kept the confidence of sources within the workplace and kept the sources outside the workplace remote. The practice of such political skills, or impression management, has been shown to be an important part of keeping the confidence of subordinates and thereby being able to perform one's work [53][54][55][56][57][58][59]. Sometimes there were exceptions to this pattern of distinguishing between supportive sources and arenas; for example, when they received support they had not asked for.…”

Section: Sources Within and Outside The Workplace Are Deliberately Sementioning

confidence: 99%

“…Previous research has found that managers thought it was hard to ask for support from people they worked with, particularly when it was concerned with feeling stressed and exhausted or having too much to do [45,[51][52]. Maintaining an image of being a competent and able manager is important for being accepted as an authority, maintain the trust of the organization and for the managers to be able to carry out their work [53][54][55][56][57][58][59]. Managers' perceived threats to their image have been shown to have consequences for their willingness to propose changes to top managers [60][61][62].…”

Section: Literature Reviewmentioning

confidence: 99%

“…This in turn allowed the managers to build or maintain their managerial image of being competent, which was important to maintain the confidence of the closest organization [e.g. [53][54][55][56][57][58][59].…”

Section: Work-related Support Is Sought From Sources Within the Workpmentioning

confidence: 99%

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Managers’ social support: Facilitators and hindrances for seeking support at work

Lundqvist

Eriksson

Ekberg

2018

WOR

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Section: Contributionsmentioning

confidence: 95%

Section: Sources Within and Outside The Workplace Are Deliberately Sementioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Work-related Support Is Sought From Sources Within the Workpmentioning

confidence: 99%

See 2 more Smart Citations

Managers’ social support: Facilitators and hindrances for seeking support at work

Lundqvist

Eriksson

Ekberg

2018

WOR

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“…In a related vein, Major et al (2013) used relative weight analysis to understand how men and women differ in terms of the most important predictors of organizational commitment. Turning to leadership, Braddy et al (2013) examined the relative importance of different leader behaviors for predicting derailment, whereas Snell et al (2013) used a similar approach to understand how political skill predicts managerial effectiveness. Concerning job performance, Dalal et al (2012) examined the relative importance of employee engagement, personality, and job attitudes as predictors of performance, and Gentry et al (2013) used relative weight analysis to understand how different character virtues might be more or less important for managers at different levels of an organization.…”

Section: Applications Of Relative Weight Analysismentioning

confidence: 99%

RWA Web: A Free, Comprehensive, Web-Based, and User-Friendly Tool for Relative Weight Analyses

2014

Self Cite

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Over the last 15 years, a number of methodological developments have enabled researchers to draw more accurate inferences concerning the relative contribution (i.e., relative importance) among multiple (often correlated) predictor variables in a regression analysis. One such development has been relative weight analysis (RWA). Researchers can use a RWA to decompose the total variance predicted in a regression model (R 2 ) into weights that accurately reflect the proportional contribution of the various predictor variables. Prior to RWA, researchers were forced to rely on traditional statistics (e.g., correlations; standardized regression weights), which are known to yield faulty or misleading information concerning variable importance (especially when predictor variables are correlated with one another, which is often the case in organizational research). Although there has been a surge of interest in RWA over the last 10 years, integration of this statistical tool into organizational research has been hampered by the lack of a user-friendly statistical package for implementing RWA. Indeed, most popular statistical packages (e.g., SPSS, SAS) have yet to include RWA protocols into their regression modules. The purpose of this paper is to present a new, free, comprehensive, web-based, user-friendly resource, RWA-Web, which may be used by anyone having simple access to the internet. Our paper is structured as a tutorial on using RWA-Web to examine relative importance in the classic multiple regression model, the multivariate multiple regression model, and the logistic regression model. We also illustrate how RWAWeb may be used to conduct null hypothesis significance tests using advanced bootstrapping procedures.

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Leaders' political skills and organizational change

2023

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We studied the impact of leaders’ political skill on employee support for organizational change and the effect of the latter on change fatigue and change outcomes. Drawing from the theoretical characterization of the political skill construct domain proposed by Ferris et al. (2007), we posited that leaders’ political skill during organizational change plays an important role in garnering employee support for change and, ultimately, in achieving positive change outcomes. To conduct the study, we used survey data collected through SurveyMonkey on 197 participants working in Canadian organizations and used structural equation modeling techniques to analyze the data. We found that two dimensions of leaders’ political skill—their networking ability and apparent sincerity—positively affected employee support for change, which, in turn, positively affected change outcomes. However, neither of the other two dimensions examined (interpersonal influence and social astuteness) had a significant relationship with employee support for change. We also found that employee support for change and change fatigue were not significantly related, although change fatigue itself negatively affected change outcomes. From a theoretical perspective, this study is among the first to empirically test and confirm the impact of different dimensions of leaders’ political skill on employees’ change support. We also contribute theoretical knowledge by showing the detrimental effect of change fatigue on change outcomes. From a practical perspective, our findings imply that change leadership roles should be assigned to people who exhibit networking skills and apparent sincerity. Moreover, change leaders should prioritize seeking and securing employees’ support for change.

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The relative importance of political skill dimensions for predicting managerial effectiveness

Cited by 30 publications

References 53 publications

Managers’ social support: Facilitators and hindrances for seeking support at work

Managers’ social support: Facilitators and hindrances for seeking support at work

RWA Web: A Free, Comprehensive, Web-Based, and User-Friendly Tool for Relative Weight Analyses

Leaders' political skills and organizational change

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