Extending the metatheoretical framework of social/political influence to leadership: Political skill effects on situational appraisals, responses, and evaluations by others

Abstract

Abstract Building off and extending the metatheoretical framework of political skill, we examined the cognitive and behavioral mechanisms through which the intrapsychic effects of political skill inform its interpersonal effects, and how these interpersonal effects ultimately are transmitted into desirable outcomes. Specifically, we argue that politically skilled leaders demonstrate better situational appraisals (i.e., understanding), and thus, more appropriate situational responses (e.g., consideration and initiating structure behaviors); the demonstration of appropriate situational responses is argued to positively affect subordinates’ evaluations of their leaders (i.e., instrumentality) and subordinates’ concomitant attitudes (e.g., job satisfaction) and behaviors (e.g., performance). Results provided mixed support for the hypothesized relationships. Specifically, leader understanding mediated the relationship between political skill and consideration but not the relationship between political skill and structuring behaviors. Moreover, consideration was positively related to subordinates’ group‐level instrumentality perceptions, whereas initiating structure was not. Finally, subordinates’ individual (within‐level) perceptions of leader instrumentality were positively related to job satisfaction and performance. The implications of these findings as they relate to theory and practice are discussed along with this investigation's strengths, limitations, and directions for future research.

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