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Title: Politician personality, Machiavellianism and political skill as predictors of perfomance ratings in political roles
Authors: Silvester, Jo
Wyatt, Madeleine
Randall, Raymond
Keywords: Political work
Politicians
Political performance
Political skill
Personality
Issue Date: 2014
Publisher: Wiley (© British Psychological Society)
Citation: SILVESTER, J., WYATT, M. and RANDALL, R., 2014. Politician personality, Machiavellianism and political skill as predictors of perfomance ratings in political roles. Journal of Occupational and Organizational Psychology, 87 (2), pp. 258-279.
Abstract: This paper conceptualizes politicians as political workers. It describes a multimethod study with two aims: (1) to determine whether politicians share a latent mental model of performance in political roles, and (2) to test hypothesized relationships between politician self-rated characteristics (i.e. extroversion, neuroticism, conscientiousness, Machiavellianism and political skill) and received performance ratings from political colleagues and officers. 231 local politicians provided self-ratings on a political performance questionnaire developed following a role analysis, and standardized measures of personality. 185 also received performance ratings from colleagues (n = 749) and officers (n = 729). Exploratory and confirmatory factor analyses of self- and received performance ratings revealed five latent factors: Resilience, Politicking, Analytical Skills, Representing People and Relating to Others. Regression analyses found that neuroticism and conscientiousness contribute to received ratings of Resilience, and neuroticism contributes to received ratings of Analytical Skills.
Description: This is the peer reviewed version of the following article: SILVESTER, J., WYATT, M. and RANDALL, R., 2014. Politician personality, Machiavellianism and political skill as predictors of perfomance ratings in political roles. Journal of Occupational and Organizational Psychology, 87 (2), pp. 258-279, which has been published in final form at http://dx.doi.org/10.1111/joop.12038. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
Sponsor: The authors would like to thank the Improvement and Development Agency and the Leadership Centre for their support in conducting this research.
Version: Accepted for publication
DOI: 10.1111/joop.12038
URI: https://dspace.lboro.ac.uk/2134/15232
Publisher Link: http://dx.doi.org/10.1111/joop.12038
ISSN: 0963-1798
Appears in Collections:Published Articles (Business School)

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