political skills and career success

1. POLITICAL SKILLS AND CAREER SUCCESS
The most widely used definition of political skill is “the capability to effectively comprehend
others at work and to apply such knowledge to impel others to perform in ways that augment
one’s personal and/or organizational objectives” (Ferris et al., 2005, p. 127). Political skill is
exemplified by four components including social astuteness, interpersonal influence, networking
ability and apparent sincerity. These components of the political skill construct make individuals
able to positively affect their career related outcomes (Ferris et al., 2007). The phenomenon of
political skill has far reaching and multidimensional outcomes that it is under investigation for its
various implications till date (Basit, 2020; Mahajan & Templer, 2021).
Politically skilled characters are socially smart in their dealings with other organizational
members. They can comprehend and interpret their social environment in an appropriate manner,
and answer in a socially desirable way (Blickle et al., 2020). Due to their astuteness in social
interactions they know what to say, and how to say in a specific situation (Treadway et al.,
2004). Social exchange theory (Cook et al., 2013) focuses on the tradeoff among social entities,
by insinuating that favorable results are received from those to whom favors have been extended
in the past. Socially smart employees can depict themselves to be helpful toward their superiors
by exhibiting suitable responses in varying situations. Politically accomplished individuals also
have a compelling but modest interpersonal style through which they have a vast influence over
people around them.
As politically skillful individuals have a strong interpersonal influence, so they are better able to
be effective at their influencing strategies as compared to their politically unskilled colleagues
(Blickle et al., 2020).
Political skill has been associated positively with subjective measures of career accomplishment
like job satisfaction, career satisfaction and life satisfaction (Todd et al., 2009). Politically skilled
people can grow and uphold quality relationships with their superiors, peers and subordinates.
The quality of relationships one enjoys with others in the organizations has been related
positively with enhanced job and career satisfaction (Stringer, 2006). Due to their strong effect
on people around them they can get what they want which in turn may improve their level of
satisfaction with their jobs and careers. Borzaga and Depedri (2005) in their empirical research,

2. have demonstrated that those who are good at interpersonal relationships are also highly fulfilled
in their jobs.
REFERENCES
Basit, A. A. (2020). How does political skill lead to job and organization engagement? Role of
self-evaluations. The Journal of Management Development, 39(7/8), 895–910.
Blickle, G., Kückelhaus, B. P., Kranefeld, I., Schütte, N., Genau, H. A., Gansen-Ammann, D.-N.,
& Wihler, A. (2020). Political skill camouflages Machiavellianism: Career role performance and
organizational misbehavior at short and long tenure. Journal of Vocational Behavior. Advance
online publication. https://doi.org/10.1016/j.jvb.2020.103401
Borzaga, C., & Depedri, S. (2005). Interpersonal relations and job satisfaction: Some empirical
results in social and community care services. In B. Gui & R. Sugden (Eds.), Economics and
social interaction: Accounting for interpersonal relations (pp. 132–153). Cambridge University
Press.
Cook, K. S., Cheshire, C., Rice, E. R., & Nakagawa, S. (2013). Social exchange theory.
Springer.
Ferris, G. R., Davidson, S. L., & Perrewe, P. L. (2005). Political skill at work: Impact on work
effectiveness. Davies-Black Publishing.
Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007).
Political skill in organizations. Journal of Management, 33(3), 290–320.
Mahajan, A., & Templer, A. (2021). Leader political skill, influence tactics, and member
performance: Supplementary, complementary and contrasting perspectives. Journal of Business
Research, 133, 242–251.
Treadway, D. C., Hochwarter, W. A., Ferris, G. R., Kacmar, C. J., Douglas, C., Ammeter, A. P.,
& Buckley, M. R. (2004). Leader political skill and employee reactions. The Leadership
Quarterly, 15(4), 493–513.