Political skill and will as predictors of impression management frequency and style: A three-study investigation

Maher, Liam P.; Gallagher, Vickie Coleman; Rossi, Ana Maria; Ferris, Gerald R.; Perrewé, Pamela L.

doi:10.1016/j.jvb.2018.05.004

Cited by 47 publications

(50 citation statements)

References 42 publications

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“…The long-term strategy employs complex deception tactics and starts by aiming at full host integration, enabling the interloper to later slowly extract resources from the organization with a low risk of detection. We expect that high MACH combined with low political skill will be associated with short-term superficial deception tactics, and high MACH combined with high political skill will be associated with the long-term complex deception strategy (Brouer, Badaway, Gallagher, & Haber, 2015;Maher, Gallagher, Rossi, Ferris, & Perrewé, 2018). Further, this complex strategy is aimed at secretly extracting organizational resources after achieving integration into the host organization.…”

Section: Mimicry-deception Theory (Mdt)mentioning

confidence: 99%

Political skill camouflages Machiavellianism: Career role performance and organizational misbehavior at short and long tenure

Blickle

Kückelhaus

Kranefeld

et al. 2020

Journal of Vocational Behavior

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Section: Mimicry-deception Theory (Mdt)mentioning

confidence: 99%

Political skill camouflages Machiavellianism: Career role performance and organizational misbehavior at short and long tenure

Blickle

Kückelhaus

Kranefeld

et al. 2020

Journal of Vocational Behavior

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“…Impression management refers to a series of interactive behaviors that allow individuals to gain and maintain positive images that others hold of them. By consciously or unconsciously employing these behaviors, individuals are able to “conform to social norms, avoid blame or gain credit, maintain or enhance their self-concept, and strategically wield power and social influence” [13]. Research has shown that individuals always encounter each other in the process of impression management by interpersonal communication.…”

Section: Introductionmentioning

confidence: 99%

How Does Leader Narcissism Influence Employee Voice: The Attribution of Leader Impression Management and Leader-Member Exchange

Liao

Zhou

Guo

et al. 2019

IJERPH

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Recently, the influence of leader’s personality traits on employee behavior has become an emerging research area. Leaders play a crucial role in any organization because team members look up to them for policy and behavioral guidelines. Based on the social exchange theory, this study is focused on the relationship of employee-perceived leader narcissism and employee voice behavior. Through the analysis of 239 questionnaires, we find that leader narcissism has a significant influence on the motivation of leadership impression management. The narcissistic leader uses impression management that is more likely to have self- serving purpose rather than pro-social motivation. This motivation impacts leader-member exchange (LMX) quality which influences employee voice behavior. This study has significant theoretical and practical implications as it is the first study that empirically verifies the stated relationship in this under-researched area.

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“…The matching roles of “father” and “child” will stimulate high-quality Guanxi between supervisor and subordinate [ 20 ]. In addition, employees with apparent sincerity are more likely to gain the trust of their leaders [ 55 ]. Employees hide their self-interest motivation by showing sincerity, so their supervisors have a benign expectation of their future behavior, which improves supervisors’ perception of subordinates’ loyalty [ 56 ], thus building intimate Guanxi between them.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

Tang

Miao

Jiang

2020

IJERPH

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Many studies have examined the negative effects of work-family conflict on society, organizations, and individuals. Nonetheless, alleviating employee work-family conflict is a topic worthy of further investigation. Few studies examine the antecedent variables of work-family conflict from personal skill and Guanxi perspectives. Studies that test the moderating role of family-friendly practices at the organization level are also rare. Accordingly, we collected data from 404 employees of 51 organizations. The research data are time-lagged and multileveled. The results of hierarchical linear model (HLM) show: (1) Employee political skill negatively affects employee perceived work-family conflict; (2) Employee political skill positively affects supervisor-subordinate Guanxi; (3) Supervisor-subordinate Guanxi partially mediates the relationship between employee political skill and employee work-family conflict (that is, employees can use their political skill to build high-quality supervisor-subordinate Guanxi, further reducing their perceived work-family conflict); (4) Organization family-friendly practices negatively moderate the relationship between supervisor-subordinate Guanxi and work-family conflict (that is, in organizations with high level family-friendly practices, the negative relationship between supervisor-subordinate Guanxi and work-family conflict becomes weak); Furthermore, by coding with Mplus software (Muthen & Muthen, Los Angeles, CA, USA), we also find: (5) Organization family-friendly practices moderate the indirect effect of employee political skill on employee work-family conflict. The results have both theoretical and empirical implications. Further research directions are addressed at the end.

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Political skill and will as predictors of impression management frequency and style: A three-study investigation

Cited by 47 publications

References 42 publications

Political skill camouflages Machiavellianism: Career role performance and organizational misbehavior at short and long tenure

Political skill camouflages Machiavellianism: Career role performance and organizational misbehavior at short and long tenure

How Does Leader Narcissism Influence Employee Voice: The Attribution of Leader Impression Management and Leader-Member Exchange

Employee Political Skill, Supervisor-Subordinate Guanxi, and Work-Family Conflict: The Cross-Level Moderating Role of Family-Friendly Practices

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