| Purpose. The purpose of this case study was to explore the formal, informal, and nonformal learning experiences of managers with high political skill in a large utility company in Western United States as defined by Ahearn et al. (2004).;Methodology. This case study used a 2-phased approach. In Phase I, 78 subjects were surveyed, representing the total population of a department, using the PSI instrument, an 18-item survey, to assess their level of political skill and were also asked to answer some demographic questions. In Phase II, 11 subjects were interviewed, representing the highest and lowest political skill scores of the 5 levels of management including the VP, utilizing 7 semistructured interview questions, to identify the learning experiences of managers with high political skill.;Findings. Quantitative data did not show a relationship between managers’ years of experience in management, management position, and level of education and level of political skill. However, qualitative data showed that although the two groups of managers (managers with high and low political skill) shared many of the same nonformal and informal learning experiences, managers with high political skill mentioned those experiences more frequently or in higher numbers. Also, training and education as formal learning were only mentioned by managers with high political skill.;Conclusions. The study data support the conclusion that there is no relationship between managers’ demographic data and level of political skill. But managers with high political skill emphasized more their informal learning and nonformal learning experiences than those with low political skill and learned from the social aspect of their formal learning experiences.;Recommendations. Further research is advised: (a) in applying the quantitative survey to a larger population to determine more confidently the relationship between demographic characteristics and level of political skill, (b) in applying the research study to a more diverse population that is a better representation of the population, (c) in exploring “how” managers internalize their experiences and translate them into learning experiences that will enhance the development of their political skill. |
