Handbook of Organizational Politics
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Handbook of Organizational Politics

SECOND EDITION Looking Back and to the Future

Edited by Eran Vigoda-Gadot and Amos Drory

The Handbook of Organizational Politics offers a broad perspective on the intriguing phenomena of power, influence and politics in the modern workplace; their meaning for individuals, groups and other organizational stakeholders; and their effect on organizational outcomes and performances. Comprising entirely of new chapters and insights, this second edition revisits the theory on organizational politics (OP) and examines its progress and changes in emphasis in recent years. This timely and informative book provides a comprehensive set of state-of–the-art studies on workplace politics based on experiences from around the world. The contributors highlight topics such as political skills, political will, politics and leadership, compensations, politics and performance, and politics and learning climate.
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Chapter 3: Political skill, leadership and performance: the role of vision identification and articulation

Andreas Wihler, Rachel Frieder, Gerhard Blickle, Katharina Oerder and Nora Schütte


While previous research has found that transformational and transactional leadership behavior mediates the leader political skill_leader effectiveness relationship (Blickle et al., 2013; Ewen et al., 2013; Ewen et al., 2014), the purpose of this study is to specify which facet(s) of transformational leadership play(s) the most important role in this mediated relationship. Based on a political lens of leadership processes (Ammeter et al., 2002) and the social/political influence theory of organizations (Ferris et al., 2007), we argue that politically skilled leaders should be more effective as a result of their superior abilities to identify and articulate visions. Moreover, we also examine the moderating effect of leaders’ positional power as a leader characteristic capable of reinforcing politically skilled leaders’ use of vision identification and articulation behaviors. Consistent with argumentation that politically skilled leaders can more effectively use vision articulation to strategically direct, unify and mobilize followers, results indicated that leaders who were both politically skilled and positionally powerful were perceived by followers to engage in greater amounts of vision identification and articulation behaviors, and these behaviors, in turn, predicted leader effectiveness. As such, this study builds on the small body of research that links leader political skill to leader effectiveness through leader behavior and draws on insights from previous research regarding the interactive effects of multiple sources of leader power. We discuss how this study contributes to the existing literature with an eye towards the future of leadership and politics research.

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