Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Political Skills
   

  This article specifically addresses the importance of reducing politics in the workplace. In the research, focuses on ethical leadership has demonstrated its effects on prosocial behaviors (Mayer et al. 2010; Riccolo et al. 2010; Walumbwa and Schaubroeck 2009). In the defining of organizational politics, the use or exercise of powerful involving activities that are undertaken with the intent of securing one's intended outcomes (Pfeffer 1992). Specifically, perceptions of politics (POP) focus on identifying the negative outcomes of individual behaviors that are not approved by formal authority with the achievement of organizational goals (Ferris et al. 2002). As perceived between ethical leadership and POP suggests that low levels of ethical leadership results in increased POP.
  It has been noted that there are individuals who are better equipped to manage political environments: it is those who have political skills. Political skills moderates these relationships and this weakens the negative outcomes normally associated with POP. Behaviors designed to respond to the perceived social exchange violations could be negative behaviors. Also, mentioned, is political ski provides individuals the ability to manage the uncertainty of political environments that are more likely to perceive a balanced social exchange. However, it is mentioned, when leaders do not behave ethically, an environment may become prevalent to politics.
  When applying the social exchange theory (e.g. Mayer et. al. 2009; Rosen et. Al. 2009, Walumba et. al. 2011) argues that the political environments enables those low in ethical leadership, which causes violations with implied employment contracts. This intern causes drawback in the perceived social exchange. When discussing the social learning theory, it implies that employees can learn in two ways. First learning can occur by direct experience of consequences. As suggested by social learning theory, employees take cues from their leaders regarding appropriate behavior in the workplace.
Work Cited
Ferris, G. R., Perrewe', P.L., & Douglas,C. (2002). Social effectiveness in organizations: Construct validity and research directions. Journal of Leadership & Organizational Studies, 9 (1), 49-63.
Pfeffer, J. (1992). Understanding power in organizations. California Management Review, 34, 29-50.