A quantitative study of the relationship between perceptions of political skill use and virtual team leader career success

by Williams, Kimberly D., Ph.D., CAPELLA UNIVERSITY, 2016, 135 pages; 10130054

Abstract:

Virtual teams are integral elements in today’s organizations. Although the use of virtual teams is more beneficial now than ever, the challenges virtual team leaders face and the challenges that arise in association with the operation of these teams can reduce team leader satisfaction. Due to the geographic, time-bound, and often cultural differences among virtual team leaders and their team members, leader career satisfaction is often impacted. Since virtual teams are an integral part of business today, the researcher explored how political skill use can impact virtual team leader career success. Forward stepwise multiple linear regression (MLR) was used to assess the relationship between virtual team leader career success and political skill use constructs: (a) networking ability, (b) interpersonal influence, (c) social astuteness, and (d) apparent sincerity. In a sample of 129 virtual team leaders, this study explored relationships between virtual team leader career success and political skill, age, gender, educational level, education field of study/major, years of work experience, and years of work experience in the United States. Results indicated a significantly predictive regression model where networking ability and apparent sincerity were significant predictors of virtual team leader career success. Furthermore, networking ability accounted for 21% more of the variation in virtual team leader career success than any other independent variable.

AdviserTerry M. Walker
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement
Publication Number10130054

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