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Preface | |
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The Nature and Context of Political Behavior in Organizations | |
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The Nature and Causes of Organizational Politics | |
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The Meaning of Organizational Politics | |
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The Importance of Political Behavior for Career Advancement and Organizational Performance | |
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How Interpersonal Influence Behavior Facilitates the Pathway to the Boardroom | |
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Political Behavior and Organizational Performance | |
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Factors Contributing to Political Behavior in Organizations | |
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Organizational Factors | |
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Individual Factors | |
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A Framework of Effective Use of Organizational Politics | |
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Summary | |
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Questions and Activities | |
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Case Problem: The Curious Behavior CEO of Steve Heuer | |
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Political Skill-Building Exercise 1: What Are Office Politics? | |
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References | |
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The Organizational Context and Ethics of Political Behavior | |
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Dimensions of Organizational Culture Related to Organizational Politics | |
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Diagnosing the Organizational Culture and Climate for Political Behavior | |
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Sizing up the Situation Related to Political Behavior | |
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Preferences of the Work Unit Manager | |
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Work Group Influences on Political Behavior | |
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Dimensions of National Culture Values Influencing Organizational Politics | |
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Ethical Considerations in Organizational Politics | |
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The Intentions of the Political Actor | |
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A Test of Ethics Based on Moral Principles | |
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Summary | |
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Questions and Activities | |
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Case Study: Pay for Play at the North Carolina Treasurer's Office | |
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Political Skill-Building Exercise 2: Creating an Organizational Story with an Underlying Meaning | |
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References | |
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Strategies and Tactics of Positive Organizational Politics | |
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Major Initiatives for Acquiring Power | |
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The Sources and Types of Power | |
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Position Power | |
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Personal Power | |
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Performing a Power Analysis | |
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Strategies and Tactics for Acquiring Power | |
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Perform Well and Establish a Good Reputation | |
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Form Alliances with Powerful People | |
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Attract a Powerful Mentor | |
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Be Grandiose, Audacious, and Flamboyant | |
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Be Visibly Kind | |
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Be an Extraordinary Strategist | |
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Make a Quick Showing | |
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Turn Around a Failure or a Crisis | |
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Share Power and Ask for Assistance | |
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Make a Powerful Appearance | |
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The Abuse of Power with Organizations | |
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Summary | |
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Questions and Activities | |
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Case Study: Big Eddie Lambert Likes to Deal | |
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Political Skill-Building Exercise 3: Creating an Impression of Power | |
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References | |
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Upward Relations | |
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Organizational Citizenship Behavior as Organizational Politics | |
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Impression Management | |
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Contextual Variables Influencing Impression Management | |
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Specific Tactics of Impression Management | |
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A Variety of Relationship Builders with Superiors | |
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Understand your Manager's Style and Work Preferences | |
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Help Your Manager Succeed | |
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Engage in Favorable Interactions with Your Manager | |
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Be Loyal in a Variety of Ways | |
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Flatter Your Manager with Sincerity | |
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Strive for Ample and Open Communication | |
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Dealing with a Difficult Boss | |
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Summary | |
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Questions and Activities | |
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Case Study: The Image Doctor Will See You Now | |
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Political Skill-Building Exercise 4: Engaging in Effective Flattery | |
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References | |
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Lateral Relations | |
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The Positive Consequences of Good lateral Relations | |
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Political Tactics for Coworker Relationships | |
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Engage in Interpersonal Citizenship Behavior | |
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Engage in Positive Coworker Exchanges | |
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Participate in Positive Gossip and Small Talk | |
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Supplement E-Mail with More Personal Contact | |
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Repair Damage Quickly | |
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Political Tactics for Enhancing Team Play | |
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Contribute to the Team Culture | |
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Demonstrate Confidence and Trust in Teammates | |
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Give Credit to Others | |
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Follow the Law of Reciprocity | |
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Participate in Healthy Competition | |
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Assist Teammates in Trouble | |
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Cooperate During Teamwork Training | |
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Individual Recognition and Positive Lateral Relations | |
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Summary | |
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Questions and Activities | |
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Case Study: Passed Over Pete | |
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Political Skill-Building Exercise 5: High-Quality Exchanges with Coworkers | |
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References | |
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Downward Relations | |
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Leader-Member Exchange (LMX) and Downward Relations | |
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Different Quality Relationships | |
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First Impressions | |
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The Path-Goal Theory of Leadership and Downward Relations | |
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Humanistic Leadership Practices for Building Downward Relations | |
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Mix Humility and Self-Confidence | |
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Communicate Trust in Others and Minimize Micromanagement | |
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Engage in Face-to-Face Communication | |
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Assist in the Development of Subordinates | |
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Be Civil yet Maintain Professional Distance | |
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Give Emotional Support and Encouragement | |
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Begin a New Position with a Listening Tour | |
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Share Credit with the Team | |
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Avoid Being the Abominable No Man or Woman | |
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Politically Astute Leadership Practices for Building Downward Relations | |
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Use Authority Prudently | |
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Achieve Buy-In for Initiatives | |
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Encourage Democracy Including Power Sharing | |
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Use a Leadership Style Different from Your Predecessor | |
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Be Prudent in Dealing with Former Coworkers | |
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Encourage and Welcome Group Members of Superior Intelligence | |
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Solicit and Welcome Feedback | |
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Be a Servant Leader | |
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Summary | |
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Questions and Activities | |
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Case Problem: Micro Mike | |
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Skill-Building Exercise 6: The Effective Leader | |
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Influence Tactics | |
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Interpersonal Level Influence Tactics | |
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Be Persuasive | |
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Exchange Favors and Benefits | |
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Ingratiate Yourself to Others | |
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Be an Alpha Executive | |
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Negotiate Sensibly | |
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Be Low Key | |
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Be Agreeable and Apologize when Necessary | |
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Group and Organizational-Level Influence Tactics | |
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Form Coalitions | |
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Engage in Cooptation with the Other Side | |
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Display Expertise | |
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Use Charisma | |
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Display Skill in a Foreign Language | |
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Be a Maverick or an Iconoclast | |
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Appeal to Superordinate Goals | |
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Be Cool Under Pressure | |
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Place Spin on Negative Events | |
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Relative Effectiveness and Sequencing of Influence Tactics | |
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Relative Effectiveness of Influence Tactics | |
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Sequencing of Influence Tactics | |
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Summary | |
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Questions and Activities | |
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Case Study: The Coal Man Speaks | |
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Political Skill-Building Exercise 7: Applying Influence Tactics | |
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References | |
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Social Networks within Organizations | |
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Social Network Theory | |
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Social Capital and the Importance of Ties | |
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Strength of Ties among Network Members | |
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Social Network Analysis | |
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Internal and External Networks in Organizations | |
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Internal Networks | |
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External Networks | |
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Internet-Mediated Social Networking for Business | |
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How Leaders Use Internal and External Networks | |
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Social Networks and Group and Organizational Performance | |
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Group Performance and Social Networking | |
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Organizational Performance and Social Networking | |
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Social Networks and Career Advancement | |
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Suggestions for Building and Maintaining Social Networks | |
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Networking Suggestions Based on Scholarly Research | |
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Networking Suggestions Based on Experience and Intuition | |
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Summary | |
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Questions and Activities | |
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Case Study: Networking Ashley | |
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Political Skill-Building Exercise 8: Building Your Network | |
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References | |
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Negative Tactics, Blunders, and Overcoming Dysfunctional Politics | |
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Negative Political Tactics and Blunders | |
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Negative Political Tactics | |
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Hostile Behavior toward Others | |
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Shrewd Tricks | |
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Political Blunders | |
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Political Blunders and Emotional Intelligence | |
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Career Retarding Blunders | |
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Blunders Leading to Embarrassment and Minor Setbacks | |
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Recovering from Blunders | |
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Damage Control after a Major Error the Job | |
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Summary | |
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Questions and Activities | |
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Case Study: The Wal-Mart Adventures of Julie Roehm | |
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Political Skill-Building Exercise 9: Blunder Recovery and Damage Control | |
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The Control of Dysfunctional Politics | |
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The Perception of Dysfunctional Politics in Organizations | |
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Organizational and Individual Factors Associated with Perceptions of Politics | |
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The Impact of Perception of Organizational Politics on Performance | |
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The Consequences of Dysfunctional Politics | |
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Managerial Control of Dysfunctional Politics | |
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Create a Prosperous Organization | |
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Set Good Examples at the Executive Level | |
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Establish a Climate of Open Communication | |
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Develop Congruence between Individual and Organizational Goals | |
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Minimize Favoritism and Have Objective Standards of Performance | |
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Reward Honest Feedback | |
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Emphasize Teams to Reduce Self-Serving Behavior | |
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Threaten to Discuss Questionable Information Publicly | |
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Hire People with Integrity and Honesty | |
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Protecting Yourself against Negative Politics | |
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Understand Political Forces within the Organization | |
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Develop a Clean Record and a Positive Reputation | |
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Extend an Olive Branch to Rivals | |
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Confront Backstabbers | |
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Summary | |
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Questions and Activities | |
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Case Study: The Nightmare in the Logistics Department | |
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Political Skill-Building Exercise 10: Confronting the Backstabber in the Logistics Department | |
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Glossary | |
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Index | |