Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performance
比较了自我监控、领导自我效能感、情商和政治技能四种社会效能构念对管理岗位工作绩效的预测力，发现政治技能预测力最强且具有增量效度。
Abstract Social effectiveness constructs have been receiving increased attention in organizational research. However, the proliferation of such constructs raises questions of their relative effectiveness as predictors of job performance when used in multivariate comparison. The current study examined four social effectiveness constructs (i.e., self‐monitoring, leadership self‐efficacy, emotional intelligence and political skill) in the prediction of managerial job performance. Bivariate correlations showed that performance was predicted by social effectiveness constructs with the exception of self‐monitoring. Multiple regression analyses, using gender and seniority as control variables, found political skill to be the strongest predictor and that it has significant incremental validity in the prediction of performance over the prediction provided by the other three social effectiveness constructs as a set. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2006 John Wiley & Sons, Ltd.