Abstract
Using matched reports from 70 leaders and 345 of their followers across 36 branches of 18 banks in Pakistan, this study investigates the influence processes of leader political skill (LPS) at both the individual and team levels concurrently and explores cross-level relationships. Mplus 7 was used to analyze the hypothesized relationships and the results showed that at the individual level, followers' self-efficacy mediated the effects of individual-focused LPS behavior on individual in-role and extra-role performance. At the team level, collective efficacy mediated the effect of group-focused LPS behavior on team performance. Implications for theory and practice are discussed and future research directions are outlined.
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