Political skill and self-serving counterproductive work behaviors: Moderating role of perceptions of organizational politics

One pot sets another boiling: A case of social learning perspective about leader self-serving behaviour and followers self-serving counterproductive work behaviour

Self-Serving leadership is a global phenomenon and requires both literary and practical attention to understand how it unfolds and impacts organizations. More specifically the investigation of this underexplored dark side of leadership in Pakistani service sector organizations has its unique significance. So, in this regard, the current study took the initiative to investigate the relationship between a Leader's self-serving behaviour and a follower's self-serving counterproductive work behaviour. Moreover, the underlying mechanism of self-serving cognitive distortions was proposed, with followers' Machivellianism strengthening the indirect relationship between leaders' self-serving behaviour with self-serving counterproductive work behaviour through the self-serving cognitive distortions. The proposed theoretical framework was explained by the Social Learning theory. This study adopted a survey method with the collection of data by utilizing the convenience sampling method, in three-time waves with peer-reported self-serving counterproductive work behaviours. The data was analyzed by utilizing confirmatory factor analysis to establish discriminant and convergent validity. Moreover, the hypotheses testing was done utilizing Hayes Process Macro 4 (Mediation) and 7(Moderated Mediation). The results proved that the self-serving cognitive distortions mediated the relationship between the leader's self-serving behaviour and the follower's self-serving counterproductive work behaviours. Moreover, it was established that the High Mach tendencies strengthed the indirect positive relationship between a leader's self-serving behaviour with self-serving counterproductive work behaviour through the self-serving cognitive distortions. It is important to note that the current study provides a view to the practitioners that formulation of effective policies and systems for identifying and discouraging the tendencies of Leaders' self-serving behaviour and employing people with low Mach Tendencies can avoid the self-serving counterproductive work behaviours harming the overall welfare of the organization.

How does political skill lead to job and organization engagement? Role of self-evaluations

Purpose

Political skill is a valued resource employees use to achieve success. Earlier research has mostly focused on the effect of political skill on others rather than on the self of the politically skilled individuals. Specifically, there is disconnect between political skill and employee engagement research as both these fields have been growing in isolation. Drawing from theories of engagement and conservation of resources, this study bridges this gap in knowledge by investigating how political skill leads to job and organization engagement of politically skilled employees via impacting their self-evaluations of organization-based self-esteem (OBSE) and organizational identification.

Design/methodology/approach

Using a survey method, data were obtained from 188 employees who worked in three private schools of Lahore, Pakistan. Structural equation modeling was used to test the proposed model.

Findings

This study found that individuals who used political skill by practicing social astuteness, interpersonal influence, networking and sincerity rated themselves high in OBSE and organizational identification. As a consequence, high OBSE enhanced their job engagement, whereas high organizational identification increased their organization engagement.

Originality/value

This study is one of the first studies to present political skill as a driver of job and organization engagement. It reveals that the self-evaluations of OBSE and organizational identification mediate the political skill–engagement relations in unique manners.