Explain How Politics And Power Play May Have Influenced The

Explain How Politics And Power Play May Have Influenced The Organizati

Write a 5–7 page report that addresses the following: 1. Influence of Politics and Power: Explain how politics and power-play may have influenced the organization's culture. 2. Sources of Power: Explore at least one source of power and describe how management could use this influence to benefit the department and improve organizational performance. 3. Leadership Behavior and Culture: Make recommendations that support how the study of power and politics could influence leadership behavior and improve the organization’s culture. 4. Leadership Influence: Discuss the importance and complexity of leadership behavior in solving the issue you identified. How does it influence organizational structure and performance? 5. References and Citations: Go to the Strayer University Online Library to locate at least two resources. In-text citations are required when paraphrasing or quoting another source. 6. Formatting and Writing Standards: This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Confidentiality: Since you will be addressing real issues in real organizations in your assignments, it is important to respect confidentiality. Feel free to use an alias for any company or individuals you might mention in your assignments. Remember that all discussions about these organizations should only occur within this course and not be shared with people outside the course. The specific course learning outcome associated with this assignment is: Analyze the influence of politics, power, and leadership behavior on organizational culture.

Paper For Above instruction

Organizational culture is fundamentally shaped by various internal and external forces, among which politics and power dynamics play a crucial role. Understanding how these elements influence organizational culture is vital for leaders aiming to foster a productive and positive workplace. This essay explores how politics and power play affect organizational culture, examines a source of power management could utilize to enhance performance, and discusses how insights into power and politics can guide leadership behaviors to improve organizational culture and structure.

Influence of Politics and Power on Organizational Culture

In any organization, politics involves the pursuit of power and the influence over decisions, alliances, and resource distribution. These informal negotiations often impact the daily operations and the overarching culture. For instance, when employees or managers leverage political skills such as coalition-building or manipulation, it can foster a culture of competitiveness or cynicism. Conversely, transparency and fairness in political conduct can promote trust and collaboration. Power plays a similar role; hierarchies empower certain individuals or groups, shaping culture by establishing norms and expectations based on authority gradients.

The influence of politics and power may lead to a culture where status and influence are prioritized over merit and transparency, possibly resulting in inefficiency or resentment. However, effective political skill application can also reinforce a culture of strategic collaboration where power is used ethically to align goals and motivate employees toward shared objectives. Hence, politics and power are double-edged swords—they can either undermine or strengthen organizational culture depending on how they are managed.

Sources of Power and Management Utilization

One prominent source of power in organizations is expert power—stemming from an individual’s skills, knowledge, or expertise. Managers can harness expert power to influence their teams positively by demonstrating competence and providing guidance based on their expertise. For example, a manager with in-depth industry knowledge can use this influence to motivate employees, facilitate innovation, or implement change initiatives effectively, thereby improving organizational performance.

Utilizing expert power ethically and strategically can foster a culture of learning and respect. When employees perceive leadership as knowledgeable, they are more likely to trust decisions and align their efforts accordingly. Furthermore, management can extend this influence by encouraging continuous professional development, which enhances collective expertise and promotes a culture of competence and adaptability.

Influence of Power and Politics on Leadership Behavior and Organizational Culture

Studying power and politics illuminates how leaders can shape organizational culture through strategic influence and ethical behavior. Leaders who understand the nuances of power can better navigate organizational politics, making informed decisions that support a culture of transparency and fairness. Such understanding promotes authentic leadership, which values integrity and fosters a psychologically safe environment conducive to innovation and collaboration.

Recommendations include training leaders to recognize political dynamics and develop political skills rooted in ethical standards. Leaders should also model behaviors that promote fairness, open communication, and shared vision, thereby positively influencing organizational culture. An informed approach to power and politics enables leaders to manage conflicts, motivate employees, and drive change effectively—ultimately strengthening organizational cohesion and performance.

Leadership Behavior: Its Complexity and Impact

Leadership behavior is inherently complex because it involves balancing multiple interests, navigating political landscapes, and inspiring diverse groups. Effective leaders recognize the importance of emotional intelligence, ethical standards, and strategic influence in shaping organizational structure and performance. Their behavior impacts organizational climate significantly—authoritative or transformational actions can promote either rigidity or flexibility within organizational hierarchies.

Leaders influence organizational performance by establishing a culture that values accountability, innovation, and collaboration. For example, transformational leadership fosters a culture of continuous improvement and shared responsibility, which has been linked to increased organizational resilience and employee engagement (Bass & Avolio, 1994). Conversely, autocratic leadership may suppress initiative but reinforce compliance, impacting organizational agility.

The complexity lies in aligning leadership behavior with organizational goals amidst political pressures and cultural nuances. Skilled leaders adapt their behavior to foster environments where ethical conduct, motivation, and strategic influence converge to enhance both organizational structure and performance (Yukl, 2012).

Conclusion

The influence of politics and power is integral to organizational culture. When managed ethically and strategically, they can serve as tools for positive change and enhanced performance. Leaders equipped with an understanding of power sources and political dynamics can shape behaviors that foster a resilient, innovative, and cohesive culture. Ultimately, the study of power and politics is essential for effective leadership that aligns organizational culture with strategic objectives, ensuring sustainable success in today’s complex organizational landscapes.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• French, J. R., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). University of Michigan.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson Education.
• Mintzberg, H. (1983). Power in and around organizations. Prentice-Hall.
• Roberts, L. M. (2004). Breaking the glass ceiling: White women and racial minorities in corporate management. Journal of Business Ethics, 50(4), 369-386.
• Kanter, R. M. (1977). Men and women of the corporation. Basic Books.
• Cialdini, R. B. (2009). Influence: Science and practice (5th ed.). Pearson.
• Higgs, M., & Dulewicz, V. (2016). Developing authentic leadership. Leadership & Organization Development Journal, 37(2), 132-147.
• Emmerich, R. G. (2007). The politics of organizational culture. Journal of Organizational Culture, 10(2), 233-245.