How political skill and work engagement differ by hierarchical level: Evidence from Brazil

Purpose - The aim of this study is to analyze how levels of political skill and work engagement vary among managers of different hierarchical levels in the scenario studied. Theoretical framework - This research is based on the existing literature on leadership and is aligned with recent studies focusing on politics and engagement within work environments. Methodology - Changes in the study variables, their effects and relationships were verified by multivariate analysis of variance in a sample (n=308) of professionals from three segments of the Brazilian private sector. The measurement instrument for political skill was adapted and validated for Portuguese. Findings - Hierarchical level affects the linear interaction between engagement and political skill, but in the scenario studied, politics played a greater role in this dynamic. The results suggest that engagement in work is a consistent attribute for managers regardless of their managerial position, while political skill within the organization progressively increases with each advancement in hierarchical level. Practical & social implications of research - It is expected that leadership development programs will take into account the importance of political skill in their actions and planning, particularly for activities where the need for negotiation, influence, and networking is crucial. The study suggests that the integration of engagement and political skill emerges as an opportunity to be explored in the pursuit of hierarchical advancement. Originality/value - The findings expand current knowledge about the relationships among the constructs in the study by presenting evidence of their intrinsic interactions with the hierarchical position of managers. Complementarily, the study contributes a short version of the Political Skills Inventory, methodologically validated for Brazil.