Political Skill Dimensionality and Impression Management Choice and Effective Use

Abstract

The purpose of this study was to test a moderated mediation model of the dimensionality of political skill on influence tactic choice and performance ratings. Design/Mythology/Approach Dyadic data were analyzed using a mixed-method approach to account for any leaderlevel effects, as well as bootstrapping methods to account for the modest sample size (n = 116). Findings Social astuteness best predicted positive impression management (IM) over negative IM. Apparent sincerity interacted with positive impression management tactics to predict higher performance ratings, whereas interpersonal influence did not. Implications The findings support that socially astute individuals use more positive influence tactics in the workplace. This could impact the broader work environment, making it more pleasant than one with individuals using negative influence tactics. Thus, it might be the interest of organizations to train individuals to enhance their social astuteness. However, confirming prior research, performance evaluations made by managers are impacted by more than objective performance (e.g., political skill). Thus, organizations need to ensure the proper training of managers to lessen these types of biases. Originality/Value This research empirically validates components of the metatheoretical framework of political skill (Ferris et al. Journal of Management 33:290-320, 2007) by examining the impact that dimensions of political skill have on interpersonal processes and outcomes in the workplace.

Political skill dimensions and transformational leadership in China

“…Interestingly, in a US sample, we also would expect apparent sincerity to impact the behavioral components of transformational leadership, and thus be related to leader charisma and intellectual stimulation (e.g., Brouer et al, 2014). However, cultures represent an information system guiding individuals to interpret and give meaning to observed leadership behaviors.…”

“…The intra-psychic dimensions of political skill − networking ability and social astuteness − give leaders two distinct benefits (Brouer et al, 2014):…”

Entrepreneurial Education: The Effect of Entrepreneurial Political Skill on Social Network, Tacit Knowledge, and Innovation Capability

“…The attributes of building alliances in the group comprise the dominant trait for building successful managers in an organization (Brouer et al, 2015). In exerting influence over a social network, genuineness and sincerity are key antecedents that ensure one is viewed by others in the organization as devoid of ulterior motives so as to inspire trust and confidence (Brouer et al, 2015).…”

“…In exerting influence over a social network, genuineness and sincerity are key antecedents that ensure one is viewed by others in the organization as devoid of ulterior motives so as to inspire trust and confidence (Brouer et al, 2015). Social astuteness is another dimension that resides in the social networking which bestows political skill dynamisms, subject to diverse social settings (Harris et al, 2007).…”

“…objective of seeking to get insight into the role of political skill in the organizational variables that influence performance (Brouer et al, 2015;Harris et al, 2007;Tocher et al, 2012;Wihler et al, 2017). This study seeks to conceptually investigate the intricate relationship between social networks, tacit knowledge, and innovation in influencing the role of political skills in entrepreneurship education.…”