Leader political skill and employee reactions

By Darren C. Treadway, Wayne A. Hochwarter, Gerald R. Ferris, C. Kacmar, Ceasar Douglas, Anthony P. Ammeter, M. Buckley. 2004

268 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/88fe717c81002d7dc0a7d6bb815fe66afb42eb65

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Citations in the corpus

Emotion as mediators of the relations between perceived supervisor support and psychological hardiness on employee cynicism (2006, background): “With regard to the effect of perceived supervisor support, concepts related to social exchange theory have previously demonstrated that employee cynicism can be influenced by global beliefs concerning the extent to which the organization cares about their well-being ( Treadway et al., 2004 ).”
Political skill and influence effectiveness: Testing portions of an expanded Ferris and Judge (1991) model (2007, background): “Treadway et al. (2004) found leader political skill to be directly related to subordinate perceptions of organizational support, and indirectly related to trust, job satisfaction, and organizational cynicism.”
Sales Force Turnover and Retention: A Research Agenda (2012, background): “, organizational politics, employment or compensation models, as well as decisions regarding training levels and sales force budgets) have also been related to salesperson turnover (e.g., Brashear et al. 2006; Johnston et al. 1990; Treadway et al. 2004).”
Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, unknown): “Treadway et al. (2004) showed that trust and organizational support are important to decrease cynicism.”
At What Level (and in Whom) We Trust (2012, background): “…and care about their well-being; Eisenberger, Huntington, Hutchison, & Sowa, 1986) has been found to be a strong predictor of trust in leaders (Dirks & Ferrin, 2002; Treadway et al., 2004), extending social exchange theory to the relationship between the organization and the employees.”
The Relationship Between Perceptions of Organizational Politics and Employee Attitudes, Strain, and Behavior: A Meta-Analytic Examination (2009, background): “For example, managers who are “good politicians” may develop large bases of social capital and strong networks that allow them to increase the resources that are available to their subordinates (Treadway et al., 2004).”
High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure (2005, background): “After organizational entry, HPWS training practices typically focus not only on technical skills but also on interpersonal skills (Lawler, 1992) that may enable role-making behaviors (Uhl-Bien et al., 2000) and that produce higher quality relationships (Treadway et al., 2004; Uhl-Bien et al., 2000).”
Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators (2013, background): “…the direct effects of leader political skill on follower attitudes and performance outcomes (e.g., Ahearn et al., 2004; Douglas & Ammeter, 2004; Treadway et al., 2004), but such work only has speculated about, and called for research on, the intermediate linkages that occur between leader…”