Examining The Evidence Of Political Behavior: A Viable Copin ✓ Solved

Examining the Evidence Political Behavior: A Viable Coping S

Examine the evidence on whether political behavior is a viable coping strategy for organizational politics. Research suggests that political behavior often results in negative outcomes for individuals and organizations, yet it can also have positive results under certain circumstances. Consider the implications of political behavior as a coping mechanism and its impact on employee performance and psychological well-being. Address critical-thinking questions about how managers can leverage the positive effects of organizational politics and minimize employee perceptions of it.

Paper For Above Instructions

Understanding Political Behavior in Organizations

Political behavior in organizations is often perceived negatively, associated with manipulation, deceit, and dysfunctional outcomes. However, recent studies, including the research by Sun and Chen (2017), indicate that political behavior can also be a viable coping strategy for employees facing perceived organizational politics. This paper will dissect the dual nature of political behavior, examining its potential benefits and drawbacks, and provide insights into how managers can effectively leverage such behavior to enhance employee performance while minimizing the negative perceptions often associated with organizational politics.

The Positive Side of Political Behavior

Political behavior within organizations often arises as a response to perceived political climates that are ambiguous or hostile. According to Sun and Chen (2017), employees who engage in political behavior may do so as a coping mechanism, allowing them to regain a sense of control over their work environment. This engagement can lead to increased psychological empowerment, wherein employees feel more significant and influential within their roles. Such a sense of empowerment can enhance task performance, as employees become more proactive in addressing workplace challenges and seizing opportunities for growth.

Emotional Exhaustion as a Cost

While there are benefits associated with engaging in political behavior, it is crucial to recognize the associated costs. Sun and Chen (2017) found that increased political behavior could lead to higher levels of emotional exhaustion among employees. This exhaustion often results from the inherent stress of navigating complex social dynamics in the workplace, creating a toll that can diminish task performance. Therefore, while employees may experience a short-term gain through political engagement, this could be counterbalanced by resultant fatigue and burnout.

Strategies for Managers to Leverage Political Behavior

Given the dual nature of political behavior, managers can adopt strategies to maximize its positive effects while minimizing its negative consequences. The first step involves creating an environment that acknowledges the reality of political behavior without stigmatizing it. Managers should encourage open communication about organizational politics, legitimizing discussions around influence and power dynamics in the workplace. By fostering transparency, managers can help employees feel more secure in their political engagements.

Additionally, managers can provide training and resources that equip employees with the skills necessary to navigate organizational politics effectively. Workshops on emotional intelligence and interpersonal communication can empower employees to engage politically without succumbing to negative behaviors (Kirkman et al., 2009). This proactive approach can help mitigate feelings of emotional exhaustion while still allowing for a degree of political engagement that enhances performance.

Minimizing Perceptions of Organizational Politics

To minimize the perceptions of organizational politics that often lead to employee disengagement, managers should strive to ensure fairness and equality in decision-making processes (Ferris et al., 2002). Clear policies and a commitment to ethical behavior in promotions, rewards, and conflict resolution can significantly reduce the perception that favoritism or manipulation is prevalent in the organization. By promoting a culture of meritocracy, managers can build trust and decrease feelings of political cynicism among employees.

Moreover, regular feedback mechanisms can be instrumental in decreasing perceptions of organizational politics. When employees feel that their voices are heard and that they can contribute to decision-making, they are less likely to perceive their environment as politically charged (Buchanan & Badham, 1999). These feedback systems can also help managers adjust practices that may unintentionally foster political perceptions, creating a more positive workplace atmosphere.

Conclusion

In conclusion, political behavior within organizations can serve both as a coping mechanism and a source of emotional exhaustion for employees. Managers play a vital role in leveraging the positive aspects of political engagement while minimizing its negative impacts. By creating a transparent, fair organizational culture and equipping employees with the necessary skills to navigate politics adeptly, organizations can capitalize on the potential benefits of political behavior to boost performance and morale. Ultimately, fostering a balanced approach can help organizations thrive amidst the complexities of workplace politics.

References

• Buchanan, D. A., & Badham, R. J. (1999). Power, politics, and organizational change: Winning the turf game. Sage Publications.
• Ferris, G. R., Lian, H., & Ding, L. (2002). The relationship of organizational politics and political behavior to organizational performance. Journal of Organizational Behavior, 23(8), 843-854.
• Kirkman, B. L., Tesluk, P. E., & Rosen, B. (2009). The impact of team empowerment on performance: The role of task interdependence. Journal of Applied Psychology, 94(4), 1052-1061.
• Sun, S., & Chen, H. (2017). Is Political Behavior a Viable Coping Strategy to Perceived Organizational Politics? Unveiling the Underlying Resource Dynamics. Journal of Applied Psychology.
• Vigoda-Gadot, E. (2007). Leadership, motivation, and organizational politics: Implications for public service management. International Journal of Public Administration, 30(3), 267-288.
• Scott, K. A., & Judge, T. A. (2009). The impact of personality and political behavior on career success. Journal of Applied Psychology, 94(5), 1076-1098.
• Parker, S. K., & Wu, C. (2014). Enhancing the role of work engagement in the success of employees: The roles of leadership and organizational culture. Employee Relations, 36(4), 364-382.
• Rosen, B., & Levy, P. E. (2018). Leadership and engaging employees in their work: Integrating spirituality into research. Routledge.
• Mintzberg, H. (2013). Managing. Berrett-Koehler Publishers.
• Bolino, M. C., & Turnley, W. H. (2003). More than just “playing the field”: A review of the literature on impression management in organizations. Journal of Management, 29(4), 405-420.