A multilevel study of the dual effects of leader political skill on follower performance

Beenish Qamar,Mohsin Bashir,Sharjeel Saleem

doi:10.1080/23311975.2019.1619502

Beenish Qamar, Mohsin Bashir + Show 1 more

Open Access

https://doi.org/10.1080/23311975.2019.1619502

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Abstract

Using a sample of 61 teams (i.e., 305 employees and 61 leaders) from multiple banks, this study examines a multilevel model of the influence of dual effects of leader political skill (LPS) on followers’ performance at two levels. We examined the effect of followers’ perception of individual-focused LPS on followers’ individual performance rated by their leaders and the effect of followers’ perception of group-focused LPS on leader-rated team performance. In addition, we also examined a cross-level effect from group-focused LPS at team level to follower performance at individual level. The results revealed that individual-focused LPS predicts followers’ performance at the individual level and the group-focused LPS predicts team performance at the team level. Results also supported the cross-level effect from group-focused LPS at team level to followers’ performance at individual level. Strengths, limitations, and implications for both theory and practice as well as for future research are also discussed.

Highlights

Changes in the design and dynamics of organizational structures have resulted in numerous implications for the way organizations function and respond (Ahearn, Ferris, Hochwarter, Douglas, & Ammeter, 2004)
The results show that leader political skill (LPS) at the individual level positively predicts followers’ performance and at the team level, predicts team performance
Since researchers have explored the favorable outcomes of leader political skill at both the individual and the team-levels separately (e.g., Treadway et al, 2004; Yang & Zhang, 2014)

Summary

Introduction

Changes in the design and dynamics of organizational structures have resulted in numerous implications for the way organizations function and respond (Ahearn, Ferris, Hochwarter, Douglas, & Ammeter, 2004). Modern organizations rely heavily on team-based structures for the accomplishment of their goals and vision (Gully, Incalcaterra, Joshi, & Beaubien, 2002; Kozlowski & Bell, 2003; Mathieu, Hollenbeck, van Knippenberg, & Ilgen, 2017). These team-based structures elucidate the fact that social interactions in modern organizations are a very significant part of their day to day workings. It assumes that multiple interests, scarce resources, and uncertainty associated with the organizational outcomes make organizational interactions and decision-making a political phenomenon (Ferris & Judge, 1991)

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