Could Positive Political Skills Work to the Benefit of Work Performance? Is it Possible?

Abstract

The outcomes of Organizational Politics (OP) on employee attitudes and behaviors in the workplace have been widely researched in recent decades. Whereas many findings demonstrate detrimental effects on employees and organizations, other studies identify positive outcomes. This research aimed to probe the association between the perception of positive politics in the organization, reflected in the positive political skills of one’s superior, and the perception of individual and organizational performance. The study empirically examined a theoretical model targeted to enlarge the network of constructs, leading to a more profound understanding of the role of positive political behavior in individual and organizational performance. Two independent samples – employees (n = 318) and managers (n = 297) – were applied and yielded similar results. Both samples indicated that the perception of the superior as an effective political player was significantly associated with the perception of both individual and organizational performance. In addition, both samples signaled that leader–member exchange (LMX) mediates the associations between supervisor use of OP and performance evaluations. Finally, the superior’s Dark Triad characteristics moderated the mediation path of LMX in the association between OP and individual performance. However, the moderating effect of Dark Triad in the mediating role of LMX in the link between superior use of OP and organization performance was non-significant. These findings provide a strong case for further research into the positive role of OP and the potential moderators and mediations in this process.

Keywords

• organizational politics
• dark triad
• lmx
• performance
• moderated moderation