Leader political support: Reconsidering leader political behavior

Forty years of political skill and will in organizations: a review, meta-theoretical framework and directions for future research

Purpose

The purpose of this paper is to review the scholarship on political skill and political will so that the authors might inspire future work that assesses these constructs individually and in tandem.

Design/methodology/approach

The “political skill” and “political will” concepts were introduced about 40 years ago, but they only have been measured and produced empirical results much more recently. Since that time, substantial research results have demonstrated the important roles political skill and political will play in organizational behavior. This paper provides a comprehensive review of this research, draws conclusions from this work and provides a meta-theoretical framework of political skill and political will to guide future work in this area.

Findings

Scholarship in this area has developed quite rapidly for political skill, but less so for political will. The authors hope that recent developments in a political will can set the stage for scholars to create a theoretical and empirical balance between these two related constructs.

Originality/value

The authors corral the vast and widespread literature on political skill and will and distill the information for scholars and practitioners alike.

Political will, political behavior and career success: The role of political climate and supervisor political support

BACKGROUND: Competition for positions in higher education institutions cannot be separated from the political approach taken by individuals. Political behavior as a factor in achieving individual career goals in higher education institutions was studied. OBJECTIVE: This study aimed to investigate the antecedents of political behavior and their effect among leaders in State Islamic Universities in West Java, revealing the interaction between organizational political climate and supervisory political support. METHODS: A systematic sampling method was used, with a sample size of 427 leaders of State Islamic Universities. Data were analyzed by using Hierarchical Regression Analysis (HRA) to test the hypotheses using STATA 13 software. RESULTS: Results indicated perception of political will was significantly and positively related to political behavior. Organizational political climate also had a significantly moderating effect on the correlation between political will and behavior. Political behavior effect on career success was largely positive, and the relationship between the perception of political behavior and career success was moderated by supervisory political support. CONCLUSIONS: Government support for employee careers could take the form of the promotion of political behavior, strengthened by supervisory political support. Fostering political behavior among employees, by utilizing organizational political climate as an environmental factor would increase both individual and organizational success.

Supervisor narcissistic rage: political support as an antidote

Purpose

This research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.

Design/methodology/approach

Across three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.

Findings

Results supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.

Research limitations/implications

Results affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.

Practical implications

Supervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.

Originality/value

This study is the first to examine SNR features and informal support activities concurrently.

Reorganizing Organizational Politics Research: A Review of the Literature and Identification of Future Research Directions

Organizational politics has been an oft-studied phenomenon for nearly four decades. Prior reviews have described research in this stream as aligning with one of three categories: perceptions of organizational politics (POPs), political behavior, or political skill. We suggest that because these categories are at the construct level research on organizational politics has been artificially constrained. Thus, we suggest a new framework with higher-level categories within which to classify organizational politics research: political characteristics, political actions, and political outcomes. We then provide a broad review of the literature applicable to these new categories and discuss the possibilities for future research within each expanded category. Finally, we close with a discussion of future directions for organizational politics research across the categories.

The effect of perceived organisational politics on organisational silence through organisational cynicism: Moderator role of perceived support

This study examines the effect of perceived organisational politics on organisational silence through the mediating role of organisational cynicism. In addition, it tests the effect of perceived support on this relationship. A quantitative (questionnaire survey) design was used to gather data from 346 employees in three public hospitals in Iraq. The structural equation model was used for data analysis. The results demonstrate that all the major hypotheses were accepted, and important role of perceived support in reversing the positive relationship between perceived organisational politics and organisational cynicism was also highlighted. Furthermore, the mediating role was clear in terms of organisational cynicism and the relationship between perceived organisational politics and organisational silence.

The political iceberg: the hidden side of leaders’ political behaviour

Purpose

The purpose of this paper is to implement the concept of the “political iceberg” and to investigate its hidden or submerged part comprised of motives and latent triggers lying behind leaders’ political behavior, and which remains almost unexplored. Specifically, drawing on the abundant literature at the intersection of leadership and organizational politics, the authors examine – what drives leaders to engage in political behavior?

Design/methodology/approach

Public sector organizations are characterized by a high level of organizational politics and are therefore suitable for this research. A semi-structured interview formed the main data-gathering instrument. The authors conducted interviews with 14 leaders across public sector organizations. The findings are based on a qualitative analysis of the interviews.

Findings

Two key themes were analyzed: leaders’ motives to engage in political behavior to achieve corporate interests; leaders’ motives to engage in political behave or for personal interests. On the one hand, motives for political behavior are directed toward the general good, such as accomplishing organizational goals, attaining resources and managing change. On the other hand, motives to engage in political behavior may focus inter alia on such, personal interests as one’s career in the organization, gaining an advantage or other self-interests.

Originality/value

To date, research has focused primarily on the visible tip of the political iceberg. This study is part of a new stream of qualitative studies of political behavior. To gain a complete picture of organizational life, this study focuses on the hidden side of the political iceberg and has revealed the motives for political behavior.

Social Influence and Politics in Organizational Research

This special issue of the Journal of Leadership & Organizational Studies addresses the topic of “Social Influence and Politics in Organizational Research,” a topic which spans more than a century and represents one of the oldest areas of inquiry in the field. In this article, we first review the literature to extract what we seem to know about this area of the field, and then we shift to an identification of some areas about which we still need to know more. Nine articles were selected to be published in this special issue, and they reflect different aspects of some these “need to know more” areas of social influence and politics in organizations. We believe these articles represent solid contributions to new knowledge in this area, and we hope they stimulate further and renewed scholarly interest.