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

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.

Keywords:

• individual-focused leader political skill
• group-focused leader political skill
• follower performance
• team performance
• multilevel and cross-level effect

PUBLIC INTEREST STATEMENT

Ensuring employees’ motivation towards the accomplishment of their individual as well as collective goals is fundamental to effective leadership, and therefore, many scholars have attempted to examine the impact of leadership on the performance of their followers. This study endeavors to investigate the dual effects of leader political skill (LPS) on followers’ performance at two levels. The results show that LPS at the individual level positively predicts followers’ performance and at the team level, predicts team performance. Thus, it answers the question of how leaders in modern organizations can motivate their followers towards both the individual and team goals simultaneously.

Additional information

Funding

The authors received no direct funding for this research.

Notes on contributors

Beenish Qamar

Beenish Qamar is a Ph.D. scholar at Lyallpur Business School, Government College University Faisalabad, Pakistan. Her research interests include political skill at work, self-concept, and leadership.

Sharjeel Saleem

Sharjeel Saleem is an assistant professor at Lyallpur Business School, GCUF, Pakistan and has obtained his Ph.D. from University of Vienna, Austria. His research interests include expatriate adjustment, organizational behavior, and leadership. He has published in renowned international journals and has presented at international conferences including the Academy of Management Conference and AHRD Conference. He is currently reviewing for international journal of human resource management and personnel review.

Mohsin Bashir

Mohsin Bashir is an assistant professor at Lyallpur Business School, GCUF, Pakistan and has obtained his Ph.D. from Huazhong University of Science and Technology, China. He has published his work in well-known international journals and has a vast experience in industry and academia. His research interests include culture, organizational behavior and organizational psychology.