Understanding The Impact Of Manager’s Political Skills On Compassion Behavior Towards Colleges: A Glams From Banking Sector Of Pakistan
Keywords:
Political skill, compassion behavior, interpersonal trust, banking sectorAbstract
Among other social effectiveness constructs, political skill has attained more prominence in organizational psychology. The political skill helps the managers to cope up with workplace challenges and cultivating a healthy work environment.The study made an attempt to investigate the role of managers’ political skill in performing compassion behavior towards others with the mediating role of interpersonal trust.The data was gathered from the sample of 219 managers serving in banks of Pakistan. Political skill inventory scale, dispositional positive emotion subscale for compassion and interpersonal trust scale were used to measure the constructs.The results revealed a partial mediation of interpersonal trust using process macro. Political skill helps the management to develop trust in coworkers and being more efficient and vigilant in feeling, noticing and responding the pain of coworkers by showing a compassionate behavior. The politically skilled individuals can be placed in the positions where there is more of a social interaction hence providing an edge to excel and work for the betterment of organization and colleagues.
Downloads
References
Ahearn, K. K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader political skill and team performance. Journal of Management, 30, 309-327.
Allison, G.T. (1971). Essence of decision. Boston, MA: Little Brown.
Atkins, P., & Parker, S. (2012). Understanding individual compassion in organizations: The role of appraisals and psychological flexibility. Academy of Management Review, 37(4), 524- 48.
Batool, M., &Ullah, R. (2013). Impact of job satisfaction on organizational commitment in banking sector: Study of commercial banks in district Peshawar. International Review of Basic and Applied Sciences, 1 (2), 12-24.
Bentley, J.R., Treadway, D.C., Williams, L.V., Gazdag, B.A., & Yang, J. (2017). The moderating effect of employee political skill on the link between perceptions of a victimizing work environment and job performance. Frontiers Psychology, 8(850).
Bigley, G. A., & Pearce, J. L. (1998). Straining for shared meaning in organization science: Problems of trust and distrust. The Academy of ManagementReview, 23(3), 405-421.
Blau, P. (1964). Exchange and power in social life. New York: Wiley.
Boon, S. D., & Holmes, J. G. (1991). The dynamics of interpersonal trust: Resolving uncertainty in face of risk. In R. A. Hinde& J. Groebel (Eds.) Cooperation and prosocial behavior (pp.190-211), Cambridge, UK: Cambridge University Press.
Butcher, D., & Clarke, M. (2006). The symbiosis of organizational politics and organizational democracy. In Vigoda-Gadot, E. and Drory, A. (Eds.), Handbook oforganizational politics (pp.286-300). Cheltenham: Elgar.
Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfilment. Journal of Occupational Psychology, 53(1), 39-52.
Cropanzano, R., & Mitchell, M.S. (2005). Social exchange theory: An interdisciplinary review.
Journal of Management, 31(6), 874-900.
Decety, J., & Jackson, P. L. (2006). A social-neuroscience perspective on empathy. Current Directions in PsychologicalScience, 15, 54–58.
Deutsch, M. (1973). Trust and suspicion. Journal of Conflict Resolution, 2(4), 265-79.
Dutton, J. E., Worline, M. C., Frost, P. J., &Lilius, J. (2006). Explaining compassion organizing. Administrative Science Quarterly,51, 59–96.
Dutton, J. E., Spreitzer, G. M., Heaphy, E., & Stephens, J. P. (2010). When and how employees lend a hand: Facilitators of compassion outside of work. In J. Kanov& J. Lilius (Chairs) Compassion research incubator: Emerging perspectives on the scholarship and practice.
Ferris, G.R., Perrewe´, P.L., & Douglas, C. (2002). Social effectiveness in organizations: Construct validity and research directions. Journal of Leadership & Organizational Studies, 9, 49-63.
Ferris, G.R., Davidson, S.L., &Perrewe´, P.L. (2005). Political skill at work: Impact on work effectiveness, Davis-Black, Mountain View: CA.
Ferris, G.R., Treadway, D.C., Kolodinsky, R.W., Hochwarter, W.A, Kacmar, C.J., Douglas C, &Frink, D.D. (2005). Development and validation of the political skill inventory. Journal ofManagement, 31, 126–152.
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, 290–320.
Ferris G. R., Blickle G., Schneider P. B., Kramer J., Zettler I., Solga J. (2008). Political skill construct and criterion-related validation: a two-study investigation. Journal of Managerial Psychology, 23, 744–771.
Frost, P.J., Dutton, J.E., Maitlis, S., Lilius, J.M., Kanov, J.M., &Worline, M.C. (2006).Seeing organizations differently: Three lenses on compassion. In Clegg S, Hardy C, Lawrence T and Nord W (Eds), Handbook of organization studies, Sage Publications, London.
Fukuyama, F. (1995). Trust: The social virtues and the creation of prosperity. The Free Press, New York, NY.
Gallagher, V.C., & Laird, M.D. (2008). The combined effect of political skill and political decision making on job satisfaction. Journal of Applied Social Psychology,38, 2336–2360.
Gallagher, V.C., Meurs, J.A., & Harris, K. J. (2016). Political skill reduces the negative impact of distrust. Career Development International, 21 (5), 442 – 458.
Goetz, J. L., Keltner, D., & Simon-Thomas, E. (2010). Compassion: An evolutionary analysis and empirical review. Psychological Bulletin, 136, 351–374.
Gouldner, A.W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161-77. Researchers, London: Sage.
Harris K.J., Kacmar K.M., Zivnuska S., & Shah J.D., (2007). The impact of political skill on impression management effectiveness. Journal of Applied Psychology. 92(1), 278–285.
Hofstede, G. (2017). Retrieved from http://www.hofstede-insights.com
Khattak, J.K. Khan, M.A., Haq, ., Arif, M., &Minhas, A.A. (2011). Occupational stress and burnout in Pakistan’s banking sector. African Journal of Business Management, 5(3), 810- 817.
Kimura T., (2015). A review of political skill: Current research trend and directions for future research. International Journal of Management Reviews, 17, 312–332.
Lilius, J., Kanov, J., Dutton, J.E., Worline, M.C., &Maitlis, S. (2011). Compassion revealed: What we know about compassion at work (and where we need to know more). In K.Cameron& G. Spreitzer (Eds.) The Handbook of Positive Organizational Scholarship (pp. 273-287). New York, NY: Oxford University Press.
Luhmann, N. (1979). Trust and power. Chichester: Wiley.
Madden, L.T., Duchon, D., Madden, T.M., & Plowman, D.A. (2012). Emergent organizational capacity for compassion. Academy of Management Review, 37, 689–708.
Mayer, R.C., Davis, J.H., &Schoorman, F.D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-34.
McKnight, D.H., &Chervany, N. (2001-2002). What trust means in e-commerce customer relationships: an interdisciplinary conceptual typology. International Journal of Electronic Commerce, 6, 35-59.
Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice Hall.
Moon, T., Hur, W., Ko, S., Kim, J., &Yoon, S. (2014). Bridging corporate social responsibility and compassion at work: Relations to organizational justice and affective organizational commitment. Career Development International, 19 (1),49-72.
Munyoun, T.P., Summers, J.P., Thompson, M.K., & Ferris, G.R. (2015). Political skill and work outcomes: A theoretical extension, meta-analytic investigation, and agenda for the future. Personnel Psychology, 68, 143–184.
Nussbaum, M. (1996). Compassion: The basic social emotion. Social Philosophy and Policy, 13, 27–58.
OrtOrtony, A., Clore, G., & Collins, A. (1988). The cognitive structure of emotions.
Cambridge: Cambridge UniversityPress.
Organ, D. W. (1990). Motivational basis of organizational citizenship behavior. In B. M. Staw& L.L. Cummings (Eds.), Research in organizational behavior (pp. 43−72). Greenwich: JAI Press.
Pearce, J. L. (2012) Organizational behavior real research for real managers (3rd ed.) Irvine, CA: Melvin & Leigh.
Pfeffer, J., &Salancik, G.R. (1974). Organizational decision making as a political process: The case of a university budget. Administrative Science Quarterly, 19, 135– 151.
Pfeffer, J. (1981). Power in Organizations. Boston, MA: Pitman.
Pfeffer, J. (2010). Power play. Harvard Business Review, 88(7/8), 84–92.
Preacher, K.J., & Hayes, A. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40 (3), 879-891.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., &Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
Porter L. W., Lawler E. E., &Hackman J. R.(1975). Behavior in organizations. New York: McGraw-Hill.
Rempel, J. K., John G. H., & Mark P. Z. (1985). Trust in Close Relationships. Journal of Personality and Social Psychology 49(1), 95-1 12.
Robinson S. L., (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41, 574-599.
Rousseau, D. M., Sitkin, S. B., Burt, R. S., &Camerer, C., (1998). Not so different after all: A cross-discipline view of trust, Academy of Management Review, 23(3), 393-404.
Rowley, J. (2014). Designing and using research questionnaires. Management Research Review, 37 (3),308 – 330.
Rusk. J.D. (2018). Trust and distrust scale development: Operationalization and instrument validation (Doctoral dissertation, Coles College of Business, Kennesaw State University, Kennesaw, GA). Retrieved from https://digitalcommons.kennesaw.edu/dba_etd/42.
Saunders, M., Lewis, P., &Thornhill, A. (2007). Research Methods for Business Students (4th ed.), Financial Times Edinburgh Gate, Harlow: Prentice Hall.
Shiota, M. N., Keltner, D., & John, O. P. (2006). Positive emotion dispositions differentially associated with big five personality and attachment style. The Journal of Positive Psychology, 1, 61–71.
Sobel, M. E. (1982). Asymptotic intervals for indirect effects in structural equations models. In
S. Leinhart (Ed.), Sociological methodology 1982 (pp.290-312). San Francisco: Jossey-Bass.
Solga, M., Betz, J., Düsenberg, M., Ostermann, H. (2015). Political skill in job negotiations: A two-study constructive replication. International Journal of Conflict Management, 26(1), 2-24.
Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: exploration and implications for the public sector. Journal of Vocational Behavior, 57, 326–347.
Zellars, K.L., Perrewé, P.L., Rossi, A.M., Tepper, B.J., & Ferris, G.R. (2008). Moderating effects of political skill, perceived control, and job-related self-efficacy on the relationship between negative affectivity and physiological strain. Journal of Organizational Behavior, 29,549–571.
Downloads
Published
How to Cite
Issue
Section
License
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.