Publications by year
In Press
Tussing DV, Wihler A, Astandu TV, Menges JI (In Press). Should I Stay or Should I Go? the Role of Individual Strivings in Shaping the Relationship between Envy and Avoidance Behaviors at Work.
Journal of Organizational Behavior DOI.
2022
Wihler A, Blickle G, Ewen C, Genau H, Fritze S, Völkl L, Merkl R, Missfeld T, Mützel M (2022). An integrative approach to more nuanced estimates of personality–job–performance relations.
Applied Psychology DOI.
Reh S, Wihler A, Cangiano F (2022). Not all Evil Comes to harm: a Cost-Benefit Lens on the Bright Side of the Dark Triad.
Academy of Management Proceedings,
2022(1).
DOI.
Wihler A, Frieder R, Blickle G (2022). The Effects of Networking Ability and Apparent Sincerity on Voice Recognition and Capitalization. In Akande A (Ed) Globalization, Human Rights and Populism: Reimagining People, Power and Places, Springer Nature.
Sparr JL, Wihler A, Ellen BP, Inceoglu I, Li Z, Rieg J (2022). Uncovering the Social and Emotional Aspects of Leadership and Followership.
Academy of Management Proceedings,
2022(1).
DOI.
2021
Wihler A, Meurs JA, Kramer J, Blickle G (2021). Does job tenure increase human capital? How general mental ability and low job stress jointly augment the job tenure-job performance relationship. In Akande A, Perrewé PL, Ferris GR (Eds.) Organizational Science: a Global Perspective, Nova Science Publishers.
Blickle G, Kranefeld I, Wihler A, Kückelhaus BP, Menges JI (2021). It Works Without Words: a Nonlinguistic Ability Test of Perceiving Emotions with Job-Related Consequences.
European Journal of Psychological Assessment DOI.
Wihler A, Hülsheger UR, Reb J, Menges JI (2021). It’s so boring – or is it? Examining the role of mindfulness for work performance and attitudes in monotonous jobs.
Journal of Occupational and Organizational Psychology,
91(1), 131-154.
DOI.
Wihler A, Bormann KC, Gansen-Ammann D (2021). Justifying the Abuse: How Abusive Supervision can Increase Supervisor-Directed Obligation.
Academy of Management Proceedings,
2021(1).
DOI.
Jachimowicz JM, Wihler A, Galinsky AD (2021). My Boss’ Passion Matters as Much as My Own: the Interpersonal Dynamics of Passion are a Critical Driver of Performance Evaluations.
Journal of Organizational Behavior DOI.
2020
Blickle G, Kückelhaus B, Kranefeld I, Schütte N, Genau H, Gansen-Ammann D-N, Wihler A (2020). Political Skill Camouflages Machiavellianism: Career Role Performance and Organizational Misbehavior at Short and Long Tenure.
DOI.
Blickle G, Kückelhaus BP, Kranefeld I, Schütte N, Genau HA, Gansen-Ammann D-N, Wihler A (2020). Political skill camouflages Machiavellianism: Career role performance and organizational misbehavior at short and long tenure.
Journal of Vocational Behavior,
118, 103401-103401.
DOI.
Kückelhaus BP, Blickle G, Titze JL, Wihler A (2020). Self-discipline and protective self-monitoring in sales: a latent growth curve analysis.
Personality and Individual Differences,
167, 110225-110225.
DOI.
2019
Wihler A, Frieder RE (2019). Abusive Supervision as Narcissistic Supervisors’ Ego Defense against Voice.
Academy of Management Proceedings,
2019(1).
DOI.
Hulsheger UR, Igic I, Lyddy CJ, Igic I, Reina C, Roche M, Walsh MM, Wihler A (2019). Benefits of Mindfulness for Leadership, Performance and Work Engagement.
Academy of Management Proceedings,
2019(1).
DOI.
Frieder RE, Ferris GR, Perrewé PL, Wihler A, Brooks CD (2019). Extending the metatheoretical framework of social/political influence to leadership: Political skill effects on situational appraisals, responses, and evaluations by others.
Personnel Psychology,
72(4), 543-569.
Abstract:
Extending the metatheoretical framework of social/political influence to leadership: Political skill effects on situational appraisals, responses, and evaluations by others
© 2019 Wiley Periodicals, Inc. Building off and extending the metatheoretical framework of political skill, we examined the cognitive and behavioral mechanisms through which the intrapsychic effects of political skill inform its interpersonal effects, and how these interpersonal effects ultimately are transmitted into desirable outcomes. Specifically, we argue that politically skilled leaders demonstrate better situational appraisals (i.e. understanding), and thus, more appropriate situational responses (e.g. consideration and initiating structure behaviors); the demonstration of appropriate situational responses is argued to positively affect subordinates’ evaluations of their leaders (i.e. instrumentality) and subordinates’ concomitant attitudes (e.g. job satisfaction) and behaviors (e.g. performance). Results provided mixed support for the hypothesized relationships. Specifically, leader understanding mediated the relationship between political skill and consideration but not the relationship between political skill and structuring behaviors. Moreover, consideration was positively related to subordinates’ group-level instrumentality perceptions, whereas initiating structure was not. Finally, subordinates’ individual (within-level) perceptions of leader instrumentality were positively related to job satisfaction and performance. The implications of these findings as they relate to theory and practice are discussed along with this investigation's strengths, limitations, and directions for future research.
Abstract.
DOI.
Jachimowicz JM, Wihler A, Bailey ER, Galinsky AD (2019). Reply to Guo et al. and Credé: Grit-S scale measures only perseverance, not passion, and its supposed subfactors are merely artifactors.
Proceedings of the National Academy of Sciences,
116(10), 3942-3944.
DOI.
Jachimowicz J, Wihler A, Bailey E, Galinsky A (2019). Reply to Guo et al. and Credé: the Grit Scale Only Measures Perseverance and not Passion, and its Supposed Subfactors Are Merely Artifactors.
DOI.
Jachimowicz J, Wihler A, Bailey E, galinsky A (2019). Supplementary Information for: Reply to Guo et al. and Credé: the Grit Scale Only Measures Perseverance and not Passion, and its Supposed Subfactors Are Merely Artifactors.
DOI.
Jordan S, Wihler A, Hochwarter W, Ferris G (2019). The roles of grit in human resources theory and research. In Buckley MR, Wheeler AR, Baur JE, Halbesleben JRB (Eds.) Research in Personnel and Human Resources Management, Emerald Group Publishing, 53-88.
Kückelhaus BP, Kranefeld I, Schuette N, Gansen-Ammann D, Wihler A, Blickle G (2019). What you See is Not What you Get: Social Skill and Impulse Control Camouflage Machiavellianism.
Academy of Management Proceedings,
2019(1), 14726-14726.
DOI.
2018
Wihler A (2018). Mentoring von Erwerbstätigen in Organisationen. In (Ed)
Handbuch Karriere und Laufbahnmanagement, 785-810.
DOI.
Kranefeld I, Blickle G, Wihler A, Momm T, Menges JI (2018). Nonlinguistic Emotion Recognition, Cognitive Intelligence, and Adaptive Performance.
Academy of Management Proceedings,
2018(1).
DOI.
Blickle G, Schütte N, Wihler A (2018). Political will, work values, and objective career success: a novel approach – the Trait-Reputation-Identity Model.
Journal of Vocational Behavior,
107, 42-56.
DOI.
Wihler A, Frieder RE, Blickle G (2018). The Effects of Networking Ability and Apparent Sincerity on Voice Recognition and Capitalization.
Academy of Management Proceedings,
2018(1).
DOI.
Jachimowicz J, Wihler A, Galinsky A (2018). When the Passionate Succeed: Employees’ Passion Attainment Predicts Job Performance Only When Their Supervisors’ Passion Attainment is Higher.
DOI.
Jachimowicz J, Wihler A, Bailey E, Galinsky A (2018). Why Grit Requires Perseverance AND Passion to Positively Predict Performance.
DOI.
Jachimowicz JM, Wihler A, Bailey ER, Galinsky AD (2018). Why grit requires perseverance and passion to positively predict performance.
Proc Natl Acad Sci U S A,
115(40), 9980-9985.
Abstract:
Why grit requires perseverance and passion to positively predict performance.
Prior studies linking grit-defined as perseverance and passion for long-term goals-to performance are beset by contradictory evidence. As a result, commentators have increasingly declared that grit has limited effects. We propose that this inconsistent evidence has occurred because prior research has emphasized perseverance and ignored, both theoretically and empirically, the critical role of passion, which we define as a strong feeling toward a personally important value/preference that motivates intentions and behaviors to express that value/preference. We suggest that combining the grit scale-which only captures perseverance-with a measure that assesses whether individuals attain desired levels of passion will predict performance. We first metaanalyzed 127 studies (n = 45,485) that used the grit scale and assessed performance, and found that effect sizes are larger in studies where participants were more passionate for the performance domain. Second, in a survey of employees matched to supervisor-rated job performance (n = 422), we found that the combination of perseverance, measured through the grit scale, and passion attainment, measured through a new scale, predicted higher performance. A final study measured perseverance and passion attainment in a sample of students (n = 248) and linked these to their grade-point average (GPA), finding that the combination of perseverance and passion attainment predicted higher GPAs in part through increased immersion. The present results help resolve the mixed evidence of grit's relationship with performance by highlighting the important role that passion plays in predicting performance. By adequately measuring both perseverance and passion, the present research uncovers grit's true predictive power.
Abstract.
DOI.
Wihler A, Blickle G (2018). Wie politische Fertigkeiten den Laufbahnerfolg steigern. In (Ed)
Handbuch Karriere und Laufbahnmanagement, 391-406.
DOI.
2017
Wihler A, Meurs JA, Momm TD, John J, Blickle G (2017). Conscientiousness, extraversion, and field sales performance: Combining narrow personality, social skill, emotional stability, and nonlinearity.
Personality and Individual Differences,
104, 291-296.
DOI.
Blickle G, Meurs JA, Wihler A, Ewen C, Merkl R, Missfeld T (2017). Corrigendum to “Extraversion and job performance: How context relevance and bandwidth specificity create a non-linear, positive, and asymptotic relationship” [Journal of Vocational Behavior 87C (2015) 80–88].
Journal of Vocational Behavior,
101 DOI.
Wihler A, Meurs JA, Wiesmann D, Troll L, Blickle G (2017). Extraversion and adaptive performance: Integrating trait activation and socioanalytic personality theories at work.
Personality and Individual Differences,
116, 133-138.
DOI.
Titze J, Blickle G, Wihler A (2017). Fearless dominance and performance in field sales: a predictive study.
International Journal of Selection and Assessment,
25(3), 299-310.
DOI.
Wihler A (2017). Mentoring von Erwerbstätigen in Organisationen. In (Ed)
Handbuch Karriere und Laufbahnmanagement, 1-26.
DOI.
Gansen-Ammann D-N, Meurs JA, Wihler A, Blickle G (2017). Political Skill and Manager Performance: Exponential and Asymptotic Relationships Due to Differing Levels of Enterprising Job Demands.
Group & Organization Management,
44(4), 718-744.
Abstract:
Political Skill and Manager Performance: Exponential and Asymptotic Relationships Due to Differing Levels of Enterprising Job Demands
Political skill, a social competence that enables individuals to achieve goals due to their understanding of and influence upon others at work, can play an important role in manager performance. We argue that the political skill–manager performance relationship varies as a nonlinear function of differing levels of enterprising job demands (i.e. working with and through people). A large number of occupations have some enterprising features, but, across occupations, management roles typically contain even greater enterprising expectations. However, relatively few studies have examined the enterprising work context (e.g. enterprising demands) of managers. Specifically, under conditions of high enterprising job demands, we argue and find that, as political skill increases, there is an associated exponential increase in enterprising performance, with growth beyond the mean of political skill resulting in outsized performance gains. Whereas, under conditions of low (relative to other managers) enterprising job demands, political skill will have an asymptotic relationship with enterprising job performance, such that the positive relationship becomes weaker as political skill grows, with increases on political skill beyond the mean resulting in minimal performance improvements. Our hypotheses are generally supported, and these findings have important implications for managers, as the performance gains in managerial roles were shown to be a joint function of manager political skill and enterprising job demands.
Abstract.
DOI.
Bentley J, Ellen BP, Wihler A, Ferris GR, Perrewe P (2017). Political Skill and Political Will in Organizations: New Insights for Effects on Job Performance.
Academy of Management Proceedings,
2017(1).
DOI.
Jachimowicz J, Wihler A, galinsky A (2017). The Dual Pillars of Grit: the Synergistic Benefits of Combining Perseverance and Passion Alignment for Job Performance.
DOI.
Menges JI, Tussing DV, Wihler A, Grant AM (2017). When Job Performance is all Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation.
Academy of Management Journal,
60(2), 695-719.
DOI.
Wihler A, Blickle G (2017). Wie politische Fertigkeiten den Laufbahnerfolg steigern. In (Ed)
Handbuch Karriere und Laufbahnmanagement, 1-16.
DOI.
2016
Wihler A, Meurs JA, Gansen-Ammann D (2016). "Political Skill Dimensions, Enterprising Job Demands, and the Prediction of Leader Performance".
Academy of Management Proceedings,
2016(1).
DOI.
Wihler A, Frieder R, Blickle G, Oerder K, Schütte N (2016). Chapter 3: Political skill, leadership and performance: the role of vision identification and articulation. In (Ed)
Handbook of Organizational Politics, 59-94.
DOI.
Kholin M, Meurs JA, Blickle G, Wihler A, Ewen C, Momm TD (2016). Correction to: Refining the Openness–Performance Relationship: Construct Specificity, Contextualization, Social Skill, and the Combination of Trait Self- and Other-Ratings.
Journal of Personality Assessment,
98(4), 445-445.
DOI.
Wihler A, Frieder R, Blickle G, Oerder K, Schütte N (2016). Political Skill, Leadership, and Performance: the Role of Vision
Identification and Articulation. In Vigoda-Gadot E, Drory A (Eds.) Handbook of Organizational Politics: Looking Back and to the Future, Edward Elgar Publishing, 59-94.
Wihler A, Jachimowicz JM (2016). Proactivity can be a double-edged sword.
Web link.
Schütte N, Blickle G, Frieder RE, Wihler A, Schnitzler F, Heupel J, Zettler I (2016). The Role of Interpersonal Influence in Counterbalancing Psychopathic Personality Trait Facets at Work.
Journal of Management,
44(4), 1338-1368.
DOI.
2015
Blickle G, Meurs JA, Wihler A, Ewen C, Merkl R, Missfeld T (2015). Extraversion and job performance: How context relevance and bandwidth specificity create a non-linear, positive, and asymptotic relationship.
Journal of Vocational Behavior,
87, 80-88.
DOI.
Wihler A, Meurs JA, Kramer J, Blickle G (2015). General Mental Ability and Job Stress jointly moderate the Job Tenure-Job Performance Relationship.
Academy of Management Proceedings,
2015(1).
DOI.
Kholin M, Meurs JA, Blickle G, Wihler A, Ewen C, Momm TD (2015). Refining the Openness–Performance Relationship: Construct Specificity, Contextualization, Social Skill, and the Combination of Trait Self- and Other-Ratings.
Journal of Personality Assessment,
98(3), 277-288.
DOI.
Jachimowicz JM, Menges JI, Wihler A, Mryseth KOR (2015). Workplace distractions: Do they affect employees for the better or the worse?.
Academy of Management Proceedings,
2015(1).
DOI.
2014
Momm T, Blickle G, Liu Y, Wihler A, Kholin M, Menges JI (2014). It pays to have an eye for emotions: Emotion recognition ability indirectly predicts annual income.
Journal of Organizational Behavior,
36(1), 147-163.
DOI.
Ewen C, Wihler A, Frieder RE, Blickle G, Hogan R, Ferris GR (2014). Leader Advancement Motive, Political Skill, Leader Behavior, and Effectiveness: a Moderated Mediation Extension of Socioanalytic Theory.
Human Performance,
27(5), 373-392.
DOI.
Blickle G, Meurs JA, Wihler A, Ewen C, Peiseler AK (2014). Leader Inquisitiveness, Political Skill, and Follower Attributions of Leader Charisma and Effectiveness: Test of a moderated mediation model.
International Journal of Selection and Assessment,
22(3), 272-285.
DOI.
Wihler A, Momm T, Menges JI, Blickle G (2014). Linking Emotion Recognition and Income: an Examination of the Interpersonal Mechanisms.
Academy of Management Proceedings,
2014(1), 13314-13314.
DOI.
Wihler A, Blickle G, Ellen BP, Hochwarter WA, Ferris GR (2014). Personal Initiative and Job Performance Evaluations: Role of Political Skill in Opportunity Recognition and Capitalization.
Journal of Management,
43(5), 1388-1420.
DOI.
2013
Ewen C, Wihler A, Blickle G, Oerder K, Ellen BP, Douglas C, Ferris GR (2013). Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators.
The Leadership Quarterly,
24(4), 516-533.
DOI.
Blickle G, Kane-Frieder RE, Oerder K, Wihler A, von Below A, Schütte N, Matanovic A, Mudlagk D, Kokudeva T, Ferris GR, et al (2013). Leader Behaviors as Mediators of the Leader Characteristics - Follower Satisfaction Relationship.
Group & Organization Management,
38(5), 601-629.
Abstract:
Leader Behaviors as Mediators of the Leader Characteristics - Follower Satisfaction Relationship
This study examined two potential mediators through which leaders transmit their position power into an effectiveness outcome. Drawing upon recent work integrating trait, situational, and behavioral theories of leadership effectiveness, we hypothesized and tested a model specifying that the interactive effects of leader position power and leader political skill on follower satisfaction would be mediated by followers’ perceptions of leaders’ initiating structure and consideration behaviors. Specifically, this model indicates that leaders who are both in powerful positions and politically skilled are perceived to initiate more structure and demonstrate more consideration for their followers than their nonpolitically skilled counterparts, which, in turn, positively impacts followers’ satisfaction (i.e. an indication of subjective leadership effectiveness). Utilizing 190 leaders and 476 followers, we found support for the hypothesized model. Contributions to various literatures, strengths, limitations, and practical implications are discussed.
Abstract.
DOI.
2012
Wihler A, Hochwarter WA, Ferris GR (2012). Political Skill Moderates the Personal Initiative-Supervisor Job Performance Ratings Relationship.
Academy of Management Proceedings,
2012(1).
DOI.
Blickle G, Wihler A, Ewen C, Meurs JA (2012). The Conscientiousness - Task Performance Link Moderated by Learning Approach and Political Skill.
Academy of Management Proceedings,
2012(1).
DOI.
Blickle G, Meurs JA, Wihler A, Ewen C, Plies A, Günther S (2012). The interactive effects of conscientiousness, openness to experience, and political skill on job performance in complex jobs: the importance of context.
Journal of Organizational Behavior,
34(8), 1145-1164.
DOI.