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Leader Political Skill and Team Performance

School of Social Work, University of Illinois at Urbana—Champaign, Urbana, IL 61801, USAk-ahearn{at}uiuc.edu

Gerald R. Ferris

Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110, USAgferris{at}cob.fsu.edu

Wayne A. Hochwarter

Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110, USAwhochwar{at}cob.fsu.edu

Ceasar Douglas

Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110, USAcdouglas{at}cob.fsu.edu

Anthony P. Ammeter

School of Business Administration, University of Mississippi, University, MS 38677, USAtammeter{at}bus.olemiss.edu

The present study investigates the impact of the political skill of leaders on team performance. More specifically, this study examined the role of leader political skill in the performance of casework teams in a large state child welfare system. Team performance was operationalized as "permanency rate," or the successful placement of children into legally final living arrangements (i.e., adoption, successor guardianship, or return to natural parents). After controlling for several contextually important factors (i.e., average caseload, average age of children served, average number of team placements, team member experience, leader experience, and team empowerment), leader political skill was found to explain a significant proportion of variance in team performance scores. Implications of these results, as well as directions for future research, are discussed.

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