Structural equation modelling testing the direct and indirect effect of political skill and political will on self-rated voice behaviours via political knowledge, Study 4

Structural equation modelling testing the direct and indirect effect of political skill and political will on self-rated voice behaviours via political knowledge, Study 4

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In this paper, we conceptualize and integrate a measure of political knowledge into the broader literatures on political behaviour, proactivity, and followership. Political knowledge refers to an individual's perceived understanding of the relationships, demands, resources, and preferences of an influential target, such as their leader. We examine...

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... found evidence for the direct effects of political skill, but not political will, in explaining variance in the association with different forms of self-reported proactivity in Study 4 (see Tables 8 and 9). In particular, political skill was directly related to the proactive behaviours of voice (b = .19, ...

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Speech attention methods are one of the most necessary contemporary technologies. Many specific structures have been developed in terms of techniques used in the extraction of facets and techniques of classification. Voice cognizance includes two areas: speech awareness and speaker recognition, where the lookup is restrained to the area of speech r...

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... Furthermore, political knowledge has been proven to predict the extent to which people's vote choices fit their values and priorities, as well as ideological constraint, political participation, and knowledge of current political actors and events. Granger et al (2019) pointed out that followers with political understanding are more inclined to take charge and enact change, which they believe is because having this knowledge makes enacting change seem less hazardous. Leaders who want to improve their followers' political education should also work on developing high-quality relationships with them, as these ties are positively linked to political knowledge. ...
... A habilidade política foi definida como a capacidade de entender efetivamente outras pessoas no trabalho e usar esse conhecimento para influenciar outras pessoas a agir de maneira a melhorar os objetivos pessoais e /ou organizacionais. (FERRIS et al., 2005;GRANGER et al, 2019). Para que isto aconteça, é preciso compreender a perspectiva da outra pessoa com o objetivo de entender preferências, Profissionais politicamente qualificados são capazes de alcançar objetivos organizacionais por meio da compreensão e influência que revelam nas interações sociais no trabalho e a aumentar o próprio senso de controle sobre a carreira. ...
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O objetivo deste estudo foi investigar o papel da competência política no processo de autogestão de carreira. A amostra de dez alunos de cursos de pós-graduação da cidade de São Paulo, com mais de seis anos de atuação no mercado de trabalho, foi entrevistada usando roteiro desenvolvido com base no referencial teórico. Os dados foram inseridos no software ATLAS.ti v 7 para realização da análise qualitativa de conteúdo. Os resultados mostraram a importância de uma abordagem multidisciplinar da carreira e da interdependência entre os diferentes atores sociais envolvidos no trabalho, por meio do exercício da competência política, independentemente de tipo de vínculo empregatício e nível hierárquico. Este estudo ajudará a ampliar o conhecimento sobre os meios pelos quais é possível obter melhores resultados na carreira e para a transformação de situações potencialmente negativas em positivas nas organizações. A originalidade desta pesquisa está relacionada à proposta de um novo modelo de autogestão de carreira que contempla as necessidades das carreiras contemporâneas e inclui os profissionais sem cargo de gestão no debate sobre a arena política organizacional. Para generalizar os resultados obtidos, sugere-se a aplicação de uma pesquisa que alcance amostra mais representativa da população.
... The self-serving individuals possessing political will pursue achievement and power to fulfil their objectives (Kapoutsis et al., 2017). Individuals with self-serving political will desire for accomplishment and intrinsic motivation to engage in political behaviour (Granger et al., 2020). ...
... Their "drive for success and fear of failure" will compel them to "push too hard, risk too much and see little or no return for it" (Kapoutsis et al., 2017, p. 231;Harris et al., 2016, p. 25). Their extreme political will to accomplish self-focused goals and their propensity to take risks may make them distracted and vulnerable to dysfunctional and deviant behaviours such as knowledge hiding (Granger et al., 2020;Treadway et al., 2017;Harris et al., 2016). ...
... While the selfserving political will captures the self-centred individual interests, the political will's benevolent dimension focuses on the collective interests. Consistent with this perspective, recent research indicates that political will increases political behaviour (Liu et al., 2010;Amah, 2021) and proactivity (Granger et al., 2020). ...
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Home Journals Journal of Knowledge Management Is knowledge hiding in higher education a political phenomenon? An explanatory sequential approach to explore non-linear and three-way interaction effects To read the full version of this content please select one of the options below: Is knowledge hiding in higher education a political phenomenon? An explanatory sequential approach to explore non-linear and three-way interaction effects Roopa Modem, Sethumadhavan Lakshminarayanan, Murugan Pattusamy, Rajasekharan Pillai K., Nandan Prabhu Journal of Knowledge Management ISSN: 1367-3270 Article publication date: 5 May 2022 Reprints & Permissions DOWNLOADS 0 Abstract Purpose This study addresses a central research question: Is individuals’ propensity to hide knowledge a “political phenomenon” among researchers in the Indian higher education institutions? Drawing upon social exchange and uncertainty management theories, the authors examine how a three-way interaction effect of perceptions of organizational politics, political will and political skill contributes to knowledge hiding. In addition, this study aims to develop a nuanced understanding of the knowledge hiding phenomenon in the Indian higher education context. Design/methodology/approach This study adopts a mixed-method study design with an explanatory sequential approach. The authors gathered data through a cross-sectional survey of 286 researchers (Study 1) followed by two focus group discussions (Study 2) involving 13 academic researchers from five Indian universities. The sample includes full-time faculty members, postgraduate and full-time doctoral students engaged in research. Findings The results of Study 1 indicate that researchers’ perceptions of organizational politics positively relate to their knowledge hiding. The findings of this study also suggest that the positive relationship between perceptions of organizational politics and knowledge hiding turns negative for individuals with high political will and high political skill. The focus group discussions (Study 2) explore significant predictors of knowledge hiding. This study unveils various characteristics of knowledge, knowledge hider, knowledge seeker and interpersonal dynamics as the key drivers of knowledge hiding in Indian academia. Originality/value The significant contributions of this study are to provide new insights into the relationship between organizational politics and knowledge hiding and to unravel the various factors that incite knowledge hiding among researchers in the Indian higher education context. This study is one among the few in the knowledge hiding literature to adopt a mixed-method research design with an explanatory sequential approach.
... The self-serving dimension encompasses the self-focused motivational aspects, whereas the benevolent dimension includes other-and organization-focused motivation. These two dimensions of political will are highly related (Kapoutsis et al., 2017) and, in combination, have been found to affect a number of workplace behaviors and outcomes, such as centrality in advice networks (Yang et al., 2020), career engagement and objective career success (Maher, Kapoutsis, Yang, et al., 2021), political knowledge and proactive behaviors (Granger et al., 2020), and impression management . ...
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This two‐study research package investigates the interactive effects of perceptions of organizational politics, political skill, and political will on psychological need satisfaction, which has been shown to predict a number of different important organizational outcomes. Drawing primarily on social/political influence and self‐determination theories, we propose that although perceptions of organizational politics (i.e., as an important situational or contextual variable) can demonstrate need‐thwarting effects for some, its effects can be need‐satisfying for those individuals with high levels of political skill and political will. In Study 1, we analyze a sample of 142 individuals to demonstrate that possessing political skill attenuates the negative effects of perceptions of organizational politics on psychological need satisfaction. In Study 2, we analyze a sample of 420 individuals to demonstrate that respondents with high levels of both political skill and political will experience their highest levels of need satisfaction in highly political environments. Theoretical contributions, limitations and future research directions, and practical implications are discussed.
... (2020) argued that political will is an antecedent of political skill, and that the two combine to predict the accrual of network resources and reputation. Granger et al. (2020) introduced the concept of political knowledge, and in four studies found that political will and political skill predicted political knowledge. When subordinates had sound political knowledge of their leader, they were more likely to engage in proactive work behaviors, which highlighted the importance of individuals having a complete contextualized understanding of their supervisor. ...
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Purpose The purpose of this paper is to review the scholarship on political skill and political will so that the authors might inspire future work that assesses these constructs individually and in tandem. Design/methodology/approach The “political skill” and “political will” concepts were introduced about 40 years ago, but they only have been measured and produced empirical results much more recently. Since that time, substantial research results have demonstrated the important roles political skill and political will play in organizational behavior. This paper provides a comprehensive review of this research, draws conclusions from this work and provides a meta-theoretical framework of political skill and political will to guide future work in this area. Findings Scholarship in this area has developed quite rapidly for political skill, but less so for political will. The authors hope that recent developments in a political will can set the stage for scholars to create a theoretical and empirical balance between these two related constructs. Originality/value The authors corral the vast and widespread literature on political skill and will and distill the information for scholars and practitioners alike.
... Cognitive and behavioral mechanisms to facilitate leader-follower relations have been created in biology, psychology, neuroscience, anthropology, economics, and political science (Van Vugt & von Rueden, 2020). Political leaders need to pay attention to build high-quality relationships with followers who are knowledgeable about policy because knowledgeable followers can take charge and enact change (Granger et al., 2020). The leader is considered the central figure in sports management (Billsberry et al., 2018). ...
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Leaders have taken the center stage of leadership for many years; researchers start to point out the transition from leadership to followership. When people discuss leadership, they should consider followership because leadership does not occur if followership does not follow. Characteristics and behaviors of leadership and followership are variables of followership, and they can influence followership outcomes. Followership provides a new way for people to think about leadership and helps people understand what a follower should or should not do to be an effective follower. To examine what makes followership important and how followership influences human resources, this literature review conducted searches for relevant followership research within the field of human resources. The details of documents by year, records per year by source, documents by country/territory, and documents by subject area were identified and summarized.
... The more there is conflict, the higher is the political will to expend resources (Nikolopoulos, 2011). The politically wilful employees are determined to acquire resources within the organization to enhance their political standing (Granger, 2020;Kapoutsis et al., 2017). Employees with high political will attempt to understand the political environment and leverage power over their less politically motivated counterparts (Granger, 2020). ...
... The politically wilful employees are determined to acquire resources within the organization to enhance their political standing (Granger, 2020;Kapoutsis et al., 2017). Employees with high political will attempt to understand the political environment and leverage power over their less politically motivated counterparts (Granger, 2020). Political will is rooted in the self-determination theory (Deci and Ryan, 2015), which emphasizes that individuals are intrinsically motivated to engage in behaviors that fulfill the need for competence, autonomy and relatedness. ...
... Political will is rooted in the self-determination theory (Deci and Ryan, 2015), which emphasizes that individuals are intrinsically motivated to engage in behaviors that fulfill the need for competence, autonomy and relatedness. Thus, employees with high political will are intrinsically motivated, place a high value on these needs, have a discriminatory sense of appropriate political behavior and indulge in political tactics to gain power, develop a liking, garner resources, etc. (Treadway et al., 2005;Granger, 2020). Thus, it is safe to say that political will is an imperative dispositional factor that pushes employees to engage in political behavior to resolve any conflicts experienced at the workplace. ...
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... The political influence theory assumes that politically skilled individuals who can understand others have personal and organizational advantages . Granger et al. (2020) state that the theory not only integrates political knowledge but also provides a useful framework for distinguishing political structures related to political skill, political will, and political savvy. In this context, the related theory links under its umbrella social capital theory (Bolender et al., 2015), firm's behavioral theory and network perspec tives (Wei et al., 2012), guanxi (Wei et al., 2010), LMX and social change theories (Brouer, Teradway, and Ferris, 2013), thus joining the study of working relations with political skill within the context of social networks (Harris, Maher, and Ferris, 2016). ...
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Purpose: Although social capital and positive reputation in organizations are essential for career success, there is a limited perspective in the literature on the political characteristics (motivation and ability) that enable one to acquire and develop the two elements. This study seeks to investigate the sequential role of political skill and network resources as serial mediators of the political will–personal reputation relationship. Methodology: In total, what provided data for the study were 457 sales executives from 13 different sectors in the cities of İstanbul, Kocaeli, and Bursa, which is an economically leading region of western Turkey. Executives rated their political will, political skill network resources, and personal reputation. Based on the complementary theories of political influence, social network, and signaling, we analyzed the relationships between constructs with structural equation modeling. Findings: Political skill mediated the relationship between political will and network resources, network resources mediated the relationship between political skill and personal reputation, while political skill and network resources sequentially mediated the relationship between political will and personal reputation. Implications: The data were collected from a single source. Practical Implications: Political will, political skill training, and social networks may help individuals manage their personal reputation at work, thus benefiting their careers. Originality/Value: This is one of the first studies to sequentially investigate how individuals’ characteristics (motivation and ability) develop their social network and personal reputation at work. Moreover, theories of political influence, social capital, and signaling were jointly used for the first time ever.
... first, political skill accommodates political knowledge and judgment before political behavior. Granger et al. (2019) viewed political skill as a natural antecedent of political knowledge and by Kapoutsis (2016) as an antecedent of political phronesis. second, political skill ensures that leaders capitalize on opportunities at work through the enactment of effective execution (Wihler et al., 2017). in this regard, political skill acts as a quality assurance mechanism guaranteeing that the acquired knowledge and phronesis of the leader will be deployed effectively. ...
... such knowledge and phronesis may include information about the long-term consequences of political behavior, the difficulty in aQ10 aQ11 replenishing political capital, and the benefits and consequences associated with each political maneuver under different conditions. indeed, political knowledge and political phronesis provide a behavioral standard for effective political leadership behavior (Granger et al., 2019). ...
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Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.
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