PurposePolitical skill is measured with the political skill inventory (PSI), and the construct is composed of four distinct dimensions. Previous validation studies of the PSI found evidence in support of the four‐factor structure, but only using self‐reports. Furthermore, no efforts have been made to also identify a single, higher‐order factor solution through second‐order factor analysis. The present research aims to expand on prior work and report on a two‐study investigation of both the construct validity and antecedents and consequences of the political skill construct.Design/methodology/approachTo test construct validity, Study 1 combined self‐ and other reports of political skill from 467 employees in a confirmatory factor analysis. Study 2 used longitudinal data from 202 employees to constructively replicate Study 1 results and to test hypotheses regarding the antecedents and consequences of political skill.FindingsThe results of Study 1 confirmed both a four‐factor and a single higher‐order factor solution of the political skill construct, thus supporting our hypothesis. Study 2 constructively replicated the Study 1 factorial validity results, and supported hypotheses regarding the dispositional and developmental experience antecedents, career‐related consequences, and mediation of these antecedents and outcomes by political skill.Originality/valueThese two studies test the construct validity of political skill using both self‐ and other‐reports. Further, this is the first research to test the Ferris et al. conceptualization of political skill, by examining its antecedents, consequences, and mediation of the antecedents‐consequences relationships.

Recent work in the area of performance prediction modeling has demonstrated this sequencing of distal to proximal constructs as influences on POLITICAL SKILL AND JOB PERFORMANCE 489 performance and effectiveness. Zaccaro, Kemp, and Bader (2004) proposed a model that included cognitive abilities and personality as distal antecedents; social effectiveness and appraisal skills as more proximal antecedents; and performance and effectiveness as criteria. This distal-to-proximal approach demonstrates increasing influence on our understanding of performance prediction, and it is the general conceptualization that drives the present two-study investigation.

Career success is determined by a number of factors, including some combination of specific competencies and a performance record, along with network development, organizational politics, and reputation building. Theory and research suggest that employees' political skill predicts their career success, and that this relationship is mediated by employees' reputation in the workplace. These hypotheses were tested in a predictive study, collecting 2 waves of data from 135 career employees, covering a 1‐year timeframe. Political skill at Time 1 predicted hierarchical position, income, and career satisfaction at Time 2. Furthermore, reputation mediated the relationships between political skill, hierarchical position, and career satisfaction. Contributions, implications, limitations, strengths, and future research directions are discussed.

Political skill is a social effectiveness construct with a demonstrated capacity to predict job performance. However, because performance prediction research in this area to date has made exclusive use of self-reports of political skill, and due to frequent distrust of self-ratings of constructs in important personnel decisions, there is a need to investigate how multiple alternative sources of political skill and job performance measures relate, thus raising both theoretical and methodological issues. In three studies, employing a triadic data collection methodology, and utilising both cross-sectional and longitudinal designs, this research tested the hypotheses that employee political skill, measured from the perspective of employees' assessor A, will positively predict job performance rated by assessor B (i.e. Hypothesis 1a), and vice versa, that employee political skill measured by assessor B will predict job performance ratings measured by assessor A (i.e. Hypothesis 1b).

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