Social Effectiveness in Organizations: Construct Validity and Research Directions

By Gerald R. Ferris, Pamela L. Perrewé, Ceasar Douglas. 2002

220 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3157e3bff1f6031a7b408da75bbc2931722e998d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Experimental and Cognitive Psychology

1. Gerald R. Ferris
2. Filip Lievens
3. Cornelius J. Konig
4. Martin Kleinmann
5. Wayne A. Hochwarter
6. Kenneth J. Harris
7. Pamela L. Perrewé
8. R. Liden

In Social Psychology

1. Gerald R. Ferris
2. Wayne A. Hochwarter
3. Darren C. Treadway
4. Kenneth J. Harris
5. Ceasar Douglas
6. R. Liden
7. K. Kacmar
8. Robyn L. Brouer

Citations in the corpus

• Political Skill in Organizations (2007, background): “For example, Ferris, Perrewé, and Douglas (2002) suggested that political skill would reflect some similarities with interpersonal acumen, sociopolitical intelligence, functional flexibility, social intelligence, and interpersonal intelligence.”
• Leader Political Skill and Team Performance (2004, background): “Also, there has been increased scholarly interest in recent years in a number of related constructs (i.e., including political skill) that all purport to measure some aspects of social effectiveness (Ferris et al., 2002).”
• A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “The control enjoyed by followers in higher quality LMX relationships will reduce their levels of perceived politics (Ferris et al., 2002).”
• A different look at why selection procedures work (2011, background): “One could also argue that self-monitoring, as one of the aspects of social effectiveness (Ferris et al., 2002) might also be related to ATIC.”
• The Development and Validation of a New Machiavellianism Scale (2009, unknown): “Ferris, Perrewe, and Douglas (2002) pointed out that many variables measure a form of social effectiveness, an overall level of proficiency in social settings.”
• Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, background): “Specifically, this line of research has focused on identifying the negative outcomes associated with perceptions of politics (POP), defined as perceptions of individual behaviors that are not approved by formal authority and that have the potential to interfere with the achievement of organizational”