The Utilization of Political Skill as Leverage in Sport Management Research

Perrewé, Pamela L.; Ferris, Gerald R.

doi:10.18666/jasm-2016-v8-i3-6476

Cited by 6 publications

(5 citation statements)

References 20 publications

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“…An essential characteristic of interpersonal influence is the capacity to adapt behavior situationally to elicit desired responses from others (Ferris, Treadway, Perrewé, Brouer, Douglas and Lux, 2007;Ferris, Perrewé, Ranft, Zinko, Stoner, Brouer and Laird, 2007). Because influence acuity promotes the deployment of situationally appropriate strategies and heightened control (Magnusen et al, 2011;Perrewé and Ferris, 2016), recruiters high in political skill (i.e. compared to recruiters low in political skill) are more effective in their recruitment.…”

Section: Theoretical Foundations and Hypotheses Developmentmentioning

confidence: 99%

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Recruiter political skill and organization reputation effects on job applicant attraction in the recruitment process

Lawong

Ferris

Hochwarter

et al. 2019

CDI

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Purpose Researchers have identified various recruiter and organization characteristics that individually influence staffing effectiveness. In extending contemporary research, the purpose of this paper is to address a straightforward question unexamined in previous research, namely, does recruiter political skill interact with organization reputation to influence applicant attraction in the recruitment process? Specifically, the authors hypothesized that for recruiters high in political skill, as organization reputation increases, applicant attraction to the organization increases. Alternatively, for recruiters low in political skill, as organization reputation increases, there is no change in applicant attraction to the organization. Design/methodology/approach Three studies were conducted to create the experimental manipulation materials, pilot test them and then conduct tests of the hypotheses. Study 1 created and tested the content validity of the recruiter political skill script. Study 2 reported on the effectiveness of the recruiter political skill experimental manipulation, whereby a male actor was hired to play the part of a recruiter high in political skill and one low in political skill. Finally, Study 3 was the primary hypothesis testing investigation. Findings Results from a 2×2 between-subjects experimental study (N=576) supported the hypotheses. Specifically, high recruiter political skill and favorable organization reputation each demonstrated significant main effects on applicant attraction to the organization. Additionally, the authors hypothesized, and confirmed, a significant organization reputation × recruiter political skill interaction. Specifically, findings demonstrated that increases in organization reputation resulted in increased applicant attraction to the organization for those exposed to a recruiter high in political skill. However, the effect was not for a recruiter low in political skill. Research limitations/implications Despite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from gathering multiple sources of data. In addition, no experimental research to date exists, examining political skill in a laboratory context. This finding has important implications for the growing research base on political skill in organizations. Practical implications First impressions are lasting impressions, and it is very costly to organizations when recruiters lose good candidates due to the failure to make a memorable and favorable impression. This paper supports the use of political skill in the recruitment process and highlights its capability to influence and attract job applicants to organizations successfully. Originality/value Despite its scientific and practical appeal, the causal effects of political skill on important work outcomes in an experimental setting have not been formally investigated. As the first experimental investigation of political skill, the authors can see more clearly and precisely what political skill behaviors of recruiters tend to influence applicant attraction to organizations in the recruitment process.

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Section: Theoretical Foundations and Hypotheses Developmentmentioning

confidence: 99%

“…Recruiter political skill × organization reputation interaction Political skill has been cited as a leveraging tool in a number of areas including citizenship performance and career advancement ( Jawahar and Liu, 2015;Russell et al, 2016), success in sports management (Perrewé and Ferris, 2016) and team effectiveness (Lvina et al, 2018).…”

Section: 4mentioning

confidence: 99%

Recruiter political skill and organization reputation effects on job applicant attraction in the recruitment process

Lawong

Ferris

Hochwarter

et al. 2019

CDI

Self Cite

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“…Social astuteness has been discussed using a variety of constructs, such as social skills, social competence, emotional intelligence, social intelligence, interpersonal intelligence, social perceptiveness, political skill, political savvy, social affordance seeking, and social abilities (Gilbert & Kottke, 2009;Mitrovic et al, 2013). Further, the concept has been defined as sensitivity and responsiveness to social and interpersonal cues, the ability to put people at ease, and empathy and impulse control, as well as being referred to as a networking skill and social effectiveness (Perrewé & Ferris, 2016).…”

Section: Relationship Between Social Astuteness and Employee Support ...mentioning

confidence: 99%

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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“…Thus, we contend that personal resources such as political skill (PS) and work ethic (WE) are key factors that help employees harness their coping mechanisms to minimize the negative effects of POP. In this context, PS are understood as a blend of positive attributes required to survive in present work settings and to promote employee participation in an organization, leading to job satisfaction (JS) and accomplishments (Eldor, 2016 ; Perrewé and Ferris, 2016 ). WE is explained as devotion and dedication toward work, ultimately resulting in organizational progress (Cao and Hill, 2019 ).…”

Section: Introductionmentioning

confidence: 99%

“Who Champions or Mentors Others”? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

Khan

Siddiqui

et al. 2021

Front. Psychol.

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Drawing insight from affective events theory, this study presents a new dimension of perceived organizational politics and job attitudes. The motivation for this study was based on the fact that perceived organizational politics affect job attitudes and that personal resources (political skill and work ethic) moderate the direct relationship between perceived organizational politics and job attitudes in the context of the higher-education sector. In this regard, the data was collected through purposive sampling from 310 faculty members from higher-education institutions in Pakistan. To test the relationships among the variables, we employed structural equation modeling via the AMOS software version 24.0. The results indicated that perceived organizational politics were significantly negatively related to job satisfaction. Moreover, perceived organizational politics were non-significantly related to job involvement. Political skill and work ethic weakened the relationship between perceived organizational politics and job satisfaction. We anticipated that these personal resources could mitigate the negative effect of perceived organizational politics and job attitudes. This study also suggests organizations to train their employees to develop essential personal skills.

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The Utilization of Political Skill as Leverage in Sport Management Research

Cited by 6 publications

References 20 publications

Recruiter political skill and organization reputation effects on job applicant attraction in the recruitment process

Recruiter political skill and organization reputation effects on job applicant attraction in the recruitment process

Leaders' political skills and organizational change

“Who Champions or Mentors Others”? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

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