Face in Teams: The Impact of Political Skill on Shared Leadership Density in Face Culture Teams
Robbins-Roth, Valerie Taryn
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The need for organizations to effectively function in contexts that are global, interdependent, and team-oriented is increasing (Carson, 2005; Carson, Tesluk, & Marrone, 2007; Early & Gibson, 2002; Hoch et al., 2010; Pearce & Sims, 2000). Empirically, shared leadership has been repeatedly tied to higher performance. However, while shared leadership use has seldom been investigated in cultural contexts, shared leadership is theorized to be affected by culture. Face culture logic (in which self-worth is social worth) is another understudied construct that may have implications in global team performance. Though, face culture alone can provide conflicting speculations of shared leadership tendencies. So, to achieve more targeted insight, the inherently social individual difference of political skill is added to the model. In sum, this study investigates the impact of political skill on the relationship between face culture and shared leadership in teams. First the study replicates the positive relationship of shared leadership density and team performance. Second, the impact of team political skill (conceptualized as both maximums and means) on shared leadership density was not significant. Third, team political skill as a moderator on the relationship between team face culture and shared leadership density was significant and positive. Lastly, the moderated mediation model was not statistically significant.