Leader political skill and employee reactions

The impact of political skill on impression management effectiveness.

“…Ahearn et al (2004) found that leader political skill was positively related to team perfor-mance. Similarly, Treadway et al (2004) found that leader political skill positively predicted trust and job satisfaction and negatively predicted organizational cynicism through its positive relationship with perceived organizational support. Finally, Kolodinsky, Hochwarter, and Ferris (2004) found that political skill was curvilinearly related to job satisfaction and job tension.…”

High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure

“…First, HPWS use selective staffing techniques to identify applicants who are uniquely compatible to the organization (Huselid, 1995;Pfeffer, 1998). Selective staffing systems often screen applicants on job-related contextual criteria such as personality and interpersonal skills that affect an individual's capacity to socially integrate and develop quality relationships (Judge, Bono, Ilies, & Gerhart, 2002;Treadway et al, 2004). Selection for relationship potential increases the likelihood that individuals will join networks of relationships based on mutual interests and low concern for equivalence of exchange and immediacy of reciprocation (Uhl-Bien et al, 2000).…”

From “<i>Cogito Ergo Sum</i>” to “<i>Vivo Ergo Sum</i>”: Current Theoretical Trends and Changing Perspectives in Leadership

“…The concepts of power and influence, power types and sources, consequences of position and personal power, impression management and influence tactics, and political skills constitutes the power and influence (Treadway et al, 2004). In this thematic category, dwindling research is also notable.…”