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Journal of Management
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Political Skill in Organizations

Gerald R. Ferris

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

Darren C. Treadway

Department of Organization and Human Resources, School of Management, State University of New York at Buffalo, Buffalo, NY 14260-4000

Pamela L. Perrewé

Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110

Robyn L. Brouer

Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110

Ceasar Douglas

Department of Management, College of Business, Florida State University, Tallahassee, FL 32306-1110

Sean Lux

Center for Entrepreneurship, College of Business Administration, University of South Florida, 4202 E. Fowler Ave., BSN 3404, Tampa, FL 33620

Political skill is a construct that was introduced more than two decades ago as a necessary competency to possess to be effective in organizations. Unfortunately, despite appeals by organizational scientists to further develop this construct, it lay dormant until very recently. The present article defines and characterizes the construct domain of political skill and embeds it in a cognition—affect—behavior, multilevel, meta-theoretical framework that proposes how political skill operates to exercise effects on both self and others in organizations. Implications of this conceptualization are discussed, as are directions for future research and practical implications.

Key Words: political skill • social competency • interpersonal style • influence • astuteness

Journal of Management, Vol. 33, No. 3, 290-320 (2007)
DOI: 10.1177/0149206307300813
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