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Political Skill (political + skill)
Selected AbstractsThe "strong leadership" of George W. BushINTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 3 2008Fred I. Greenstein Abstract This paper further explores the phenomenon of the "strong leader" by presenting an account of President George W. Bush, whose early conduct in the White House seemed far from strong, but who rose to the challenge of the terrorist attacks on the US of September 11, 2001 and began to preside with authority and assertiveness over an administration that went to great lengths to put its stamp on the national and international policy agendas, but was intensely controversial in the policies it advanced. The paper provides a three dimensional account of Bush, reviewing his early years, political rise and presidential performance, and then analyzes his leadership style in terms of six criteria that have proven useful for characterizing and assessing earlier chief executives , emotional intelligence, cognitive style, effectiveness as a public communicator, organizational capacity, political skill, and the extent to which the president is guided by a realistic policy vision. Copyright © 2008 John Wiley & Sons, Ltd. [source] Moderating effects of political skill, perceived control, and job-related self-efficacy on the relationship between negative affectivity and physiological strainJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2008Kelly L. Zellars The present study examined whether employees high in negative affectivity (NA) are destined to experience strain at a higher level than those low in NA. We used data collected from 230 employees to investigate the moderating effects of political skill, as a form of interpersonal control, on the relationship between NA and physiological strain. As hypothesized, NA was positively related to physiological strain (i.e., facial muscle tension as measured by electromyography (EMG)), and political skill buffered this effect such that the relationship was weaker among employees who were higher in political skill. Tests of mediated moderation further suggested the means by which political skill moderates the NA/strain relationship; specifically, the results were consistent with the idea that perceived control and, in turn, job-related efficacy explain the moderating effect of political skill. Strengths and limitations of the study, practical implications, and directions for future research are discussed. Copyright © 2007 John Wiley & Sons, Ltd. [source] Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performanceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2006Assaf Semadar Social effectiveness constructs have been receiving increased attention in organizational research. However, the proliferation of such constructs raises questions of their relative effectiveness as predictors of job performance when used in multivariate comparison. The current study examined four social effectiveness constructs (i.e., self-monitoring, leadership self-efficacy, emotional intelligence and political skill) in the prediction of managerial job performance. Bivariate correlations showed that performance was predicted by social effectiveness constructs with the exception of self-monitoring. Multiple regression analyses, using gender and seniority as control variables, found political skill to be the strongest predictor and that it has significant incremental validity in the prediction of performance over the prediction provided by the other three social effectiveness constructs as a set. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2006 John Wiley & Sons, Ltd. [source] Political will, political skill, and political behaviorJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2005Darren C. Treadway The current study used Mintzberg's (1983) conceptualization of political will and political skill to evaluate the predictors and consequences of political behavior at work. As elements of political will, we hypothesized that need for achievement and intrinsic motivation would predict the use of political behavior at work. Furthermore, we argued that political skill would moderate the relationship between political behavior and emotional labor. Data gathered from employees (N,=,193) representing a wide array of organizations substantiated the proposed relationships. Specifically, need for achievement and intrinsic motivation were positively associated with political behavior. In turn, those opting to employ political behavior at work experienced a higher degree of emotional labor, but this relationship was found to operate differently at low and high levels of political skill. Specifically, emotional labor was a consequence of political behavior for those low in political skill, but emotional labor reactions from political behavior were neutralized for individuals high in political skill. Implications of these results, strengths and limitations, and directions for future research are discussed. Copyright © 2005 John Wiley & Sons, Ltd. [source] Presidential Leadership: Skill in ContextPOLITICS & POLICY, Issue 2 2002Erwin C. Hargrove The essay illustrates the value of studying individual presidents consecutively across time in order to compare and assess the relative importance of personal political skill in political and historical contexts. The presidency is the primary source of moral agency in American politics, and policy and agency occur in the leadership of individuals. An analytic framework to compare presidents encompasses the historical context; the skill factor; leadership strategies and tactics; and the assessment of results of skill in contexts. Use of the framework will permit systematic comparison of presidents in relation to the ad hoc ahistorical comparisons that permeate journalism and some scholarship. Narratives of leadership in domestic, economic, and foreign policy are presented for presidents Carter, Reagan, Bush, and Clinton. This approach achieves an understanding of presidential leadership that cannot be achieved by work that bemoans the small N and focuses on pieces of the presidential institution, without including the president, because the dynamics of leadership shape the institution more than the reverse. Among the conclusions are that skill and context reinforce each other in policy achievement; skill can be effective at the margins, even in unfavorable contexts; ineptness makes a difference for the worse; and cumulative presidents may resolve policy problems across time as each contributes a step on the way. [source] Presidential Difference in the Early Republic: The Highly Disparate Leadership Styles of Washington, Adams, and JeffersonPRESIDENTIAL STUDIES QUARTERLY, Issue 3 2006FRED I. GREENSTEIN The absence of well-established political precedents and norms presented the early American presidents with the political equivalent of a Rorschach test. This made for highly diverse leadership styles, as can be seen by comparing the leadership of George Washington, John Adams, and Thomas Jefferson. This article makes such a comparison, doing so on the basis of cognitive style, emotional intelligence, public communication, organizational capacity, political skill, and policy vision. [source] Keeping them Honest: Public and Elite Perceptions of Ethical Conduct among Australian LegislatorsPOLITICAL STUDIES, Issue 1 2000Ian McAllister Public confidence in politicians across all democratic countries has fallen to historic lows in recent years. In Australia, around one in three voters believe that legislators use their public office for financial gain, and only one in four believe that legislators have a high moral code. Governments in many countries have attempted to deal with this problem by establishing codes of ethical conduct for legislators. This paper examines what standards citizens expect from their politicians and, in turn, what standards politicians themselves regard as important. The data come from the 1996 Australian Election Study survey which asked voters and elected representatives what importance they attributed to the eight principles laid out in the federal parliament's own ethical guide. The results show that voters expect higher standards from legislators than do legislators themselves, particularly with regard to the proper use of public resources and rejecting favouritism. A range of hypotheses are tested to account for citizen and elite beliefs about legislators' ethical conduct. The results show that stronger democratic culture and political skills are important for the public, and lengthy exposure to political parties and democratic institutions for the elite. [source] Devolution in Uganda: an experiment in local service deliveryPUBLIC ADMINISTRATION & DEVELOPMENT, Issue 3 2003Robin Mitchinson The ongoing programme for reform and reduction of the public service in Uganda relies heavily on the devolution of provision and delivery of most major public services to the lowest appropriate levels (primarily the District Councils,), and therefore local government is becoming a key element in the search for new ways of governance. The rationale is that the overriding problem, as in much of Africa, is poverty and that the most effective way of tackling it is by the empowerment of the people to provide the services that they judge necessary and to decide their own local priorities in the allocation of resources. Whether the experiment succeeds will be determined in large measure by the ability and desire of the Government to ensure that local authorities have access to at least the same levels of resources as the previous service providers. Of equal importance is the capacity and ability of local government to meet the challenge, and this begs the question as to whether professional staff have the experience and competence and whether the elected members have the political skills, probity and integrity for the task. The policies have been well thought-out and the solutions appear to be capable of implementation, but the ,people factor' will also be critical to success. The present scenario is guardedly encouraging; the devolution programme will probably meet sufficient of its objectives to justify the changes, given continuing donor support, and performance will improve as local authorities gain experience and self-confidence. For its part, Government will need to resist the temptation to over-supervise, and intervene only sparingly. Copyright © 2003 John Wiley & Sons, Ltd. [source] The First MBA President: George W. Bush as Public AdministratorPUBLIC ADMINISTRATION REVIEW, Issue 1 2007James P. Pfiffner President Bush was praised early in his first term as a tough-minded decision maker who knows how to get things done. This essay argues that President Bush possesses formidable political skills that have helped him achieve many of his policy goals, focusing on his most important national security policies: the war in Iraq, the war on terrorism and the treatment of detainees, the use of intelligence leading up to the war, and the reorganization of the executive branch. In the end, however, President Bush's deficiencies as a public administrator have undermined his policy successes. [source] Edna Dell Weinel, Champion of Public Health Nursing, Excerpts from an Oral HistoryPUBLIC HEALTH NURSING, Issue 2 2008Irene Kalnins ABSTRACT Edna Dell Weinel is a former executive director (1980,1991) of the Family Care Center, a federally funded neighborhood health center in St. Louis, Missouri; this position capped her career as a county public health nurse, state maternal-child nursing consultant, and educator. In all her positions, Weinel lived her values: working at one's highest level of skill, social justice, and teamwork, and used political skills to build alliances for the improvement of community health. Her many contributions to public health and public health nursing were recognized by the Public Health Nursing Section of the American Public Health Association in 1993 with the Ruth B. Freeman Distinguished Career award. In interviews conducted early in 2007, Weinel spoke of her pride in being a public health nurse, her unchanging belief that health care can best be delivered by teams, and that public health nurses are an essential part of any effective team. [source] | |||||||||||||