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| Preface | |
| The Nature and Context of Political Behavior in Organizations | |
| The Nature and Causes of Organizational Politics | |
| The Meaning of Organizational Politics | |
| The Importance of Political Behavior for Career Advancement and Organizational Performance | |
| How Interpersonal Influence Behavior Facilitates the Pathway to the Boardroom | |
| Political Behavior and Organizational Performance | |
| Factors Contributing to Political Behavior in Organizations | |
| Organizational Factors | |
| Individual Factors | |
| A Framework of Effective Use of Organizational Politics | |
| Summary | |
| Questions and Activities | |
| Case Problem: The Curious Behavior CEO of Steve Heuer | |
| Political Skill-Building Exercise 1: What Are Office Politics? | |
| References | |
| The Organizational Context and Ethics of Political Behavior | |
| Dimensions of Organizational Culture Related to Organizational Politics | |
| Diagnosing the Organizational Culture and Climate for Political Behavior | |
| Sizing up the Situation Related to Political Behavior | |
| Preferences of the Work Unit Manager | |
| Work Group Influences on Political Behavior | |
| Dimensions of National Culture Values Influencing Organizational Politics | |
| Ethical Considerations in Organizational Politics | |
| The Intentions of the Political Actor | |
| A Test of Ethics Based on Moral Principles | |
| Summary | |
| Questions and Activities | |
| Case Study: Pay for Play at the North Carolina Treasurer's Office | |
| Political Skill-Building Exercise 2: Creating an Organizational Story with an Underlying Meaning | |
| References | |
| Strategies and Tactics of Positive Organizational Politics | |
| Major Initiatives for Acquiring Power | |
| The Sources and Types of Power | |
| Position Power | |
| Personal Power | |
| Performing a Power Analysis | |
| Strategies and Tactics for Acquiring Power | |
| Perform Well and Establish a Good Reputation | |
| Form Alliances with Powerful People | |
| Attract a Powerful Mentor | |
| Be Grandiose, Audacious, and Flamboyant | |
| Be Visibly Kind | |
| Be an Extraordinary Strategist | |
| Make a Quick Showing | |
| Turn Around a Failure or a Crisis | |
| Share Power and Ask for Assistance | |
| Make a Powerful Appearance | |
| The Abuse of Power with Organizations | |
| Summary | |
| Questions and Activities | |
| Case Study: Big Eddie Lambert Likes to Deal | |
| Political Skill-Building Exercise 3: Creating an Impression of Power | |
| References | |
| Upward Relations | |
| Organizational Citizenship Behavior as Organizational Politics | |
| Impression Management | |
| Contextual Variables Influencing Impression Management | |
| Specific Tactics of Impression Management | |
| A Variety of Relationship Builders with Superiors | |
| Understand your Manager's Style and Work Preferences | |
| Help Your Manager Succeed | |
| Engage in Favorable Interactions with Your Manager | |
| Be Loyal in a Variety of Ways | |
| Flatter Your Manager with Sincerity | |
| Strive for Ample and Open Communication | |
| Dealing with a Difficult Boss | |
| Summary | |
| Questions and Activities | |
| Case Study: The Image Doctor Will See You Now | |
| Political Skill-Building Exercise 4: Engaging in Effective Flattery | |
| References | |
| Lateral Relations | |
| The Positive Consequences of Good lateral Relations | |
| Political Tactics for Coworker Relationships | |
| Engage in Interpersonal Citizenship Behavior | |
| Engage in Positive Coworker Exchanges | |
| Participate in Positive Gossip and Small Talk | |
| Supplement E-Mail with More Personal Contact | |
| Repair Damage Quickly | |
| Political Tactics for Enhancing Team Play | |
| Contribute to the Team Culture | |
| Demonstrate Confidence and Trust in Teammates | |
| Give Credit to Others | |
| Follow the Law of Reciprocity | |
| Participate in Healthy Competition | |
| Assist Teammates in Trouble | |
| Cooperate During Teamwork Training | |
| Individual Recognition and Positive Lateral Relations | |
| Summary | |
| Questions and Activities | |
| Case Study: Passed Over Pete | |
| Political Skill-Building Exercise 5: High-Quality Exchanges with Coworkers | |
| References | |
| Downward Relations | |
| Leader-Member Exchange (LMX) and Downward Relations | |
| Different Quality Relationships | |
| First Impressions | |
| The Path-Goal Theory of Leadership and Downward Relations | |
| Humanistic Leadership Practices for Building Downward Relations | |
| Mix Humility and Self-Confidence | |
| Communicate Trust in Others and Minimize Micromanagement | |
| Engage in Face-to-Face Communication | |
| Assist in the Development of Subordinates | |
| Be Civil yet Maintain Professional Distance | |
| Give Emotional Support and Encouragement | |
| Begin a New Position with a Listening Tour | |
| Share Credit with the Team | |
| Avoid Being the Abominable No Man or Woman | |
| Politically Astute Leadership Practices for Building Downward Relations | |
| Use Authority Prudently | |
| Achieve Buy-In for Initiatives | |
| Encourage Democracy Including Power Sharing | |
| Use a Leadership Style Different from Your Predecessor | |
| Be Prudent in Dealing with Former Coworkers | |
| Encourage and Welcome Group Members of Superior Intelligence | |
| Solicit and Welcome Feedback | |
| Be a Servant Leader | |
| Summary | |
| Questions and Activities | |
| Case Problem: Micro Mike | |
| Skill-Building Exercise 6: The Effective Leader | |
| Influence Tactics | |
| Interpersonal Level Influence Tactics | |
| Be Persuasive | |
| Exchange Favors and Benefits | |
| Ingratiate Yourself to Others | |
| Be an Alpha Executive | |
| Negotiate Sensibly | |
| Be Low Key | |
| Be Agreeable and Apologize when Necessary | |
| Group and Organizational-Level Influence Tactics | |
| Form Coalitions | |
| Engage in Cooptation with the Other Side | |
| Display Expertise | |
| Use Charisma | |
| Display Skill in a Foreign Language | |
| Be a Maverick or an Iconoclast | |
| Appeal to Superordinate Goals | |
| Be Cool Under Pressure | |
| Place Spin on Negative Events | |
| Relative Effectiveness and Sequencing of Influence Tactics | |
| Relative Effectiveness of Influence Tactics | |
| Sequencing of Influence Tactics | |
| Summary | |
| Questions and Activities | |
| Case Study: The Coal Man Speaks | |
| Political Skill-Building Exercise 7: Applying Influence Tactics | |
| References | |
| Social Networks within Organizations | |
| Social Network Theory | |
| Social Capital and the Importance of Ties | |
| Strength of Ties among Network Members | |
| Social Network Analysis | |
| Internal and External Networks in Organizations | |
| Internal Networks | |
| External Networks | |
| Internet-Mediated Social Networking for Business | |
| How Leaders Use Internal and External Networks | |
| Social Networks and Group and Organizational Performance | |
| Group Performance and Social Networking | |
| Organizational Performance and Social Networking | |
| Social Networks and Career Advancement | |
| Suggestions for Building and Maintaining Social Networks | |
| Networking Suggestions Based on Scholarly Research | |
| Networking Suggestions Based on Experience and Intuition | |
| Summary | |
| Questions and Activities | |
| Case Study: Networking Ashley | |
| Political Skill-Building Exercise 8: Building Your Network | |
| References | |
| Negative Tactics, Blunders, and Overcoming Dysfunctional Politics | |
| Negative Political Tactics and Blunders | |
| Negative Political Tactics | |
| Hostile Behavior toward Others | |
| Shrewd Tricks | |
| Political Blunders | |
| Political Blunders and Emotional Intelligence | |
| Career Retarding Blunders | |
| Blunders Leading to Embarrassment and Minor Setbacks | |
| Recovering from Blunders | |
| Damage Control after a Major Error the Job | |
| Summary | |
| Questions and Activities | |
| Case Study: The Wal-Mart Adventures of Julie Roehm | |
| Political Skill-Building Exercise 9: Blunder Recovery and Damage Control | |
| The Control of Dysfunctional Politics | |
| The Perception of Dysfunctional Politics in Organizations | |
| Organizational and Individual Factors Associated with Perceptions of Politics | |
| The Impact of Perception of Organizational Politics on Performance | |
| The Consequences of Dysfunctional Politics | |
| Managerial Control of Dysfunctional Politics | |
| Create a Prosperous Organization | |
| Set Good Examples at the Executive Level | |
| Establish a Climate of Open Communication | |
| Develop Congruence between Individual and Organizational Goals | |
| Minimize Favoritism and Have Objective Standards of Performance | |
| Reward Honest Feedback | |
| Emphasize Teams to Reduce Self-Serving Behavior | |
| Threaten to Discuss Questionable Information Publicly | |
| Hire People with Integrity and Honesty | |
| Protecting Yourself against Negative Politics | |
| Understand Political Forces within the Organization | |
| Develop a Clean Record and a Positive Reputation | |
| Extend an Olive Branch to Rivals | |
| Confront Backstabbers | |
| Summary | |
| Questions and Activities | |
| Case Study: The Nightmare in the Logistics Department | |
| Political Skill-Building Exercise 10: Confronting the Backstabber in the Logistics Department | |
| Glossary | |
| Index | |
| Table of Contents provided by Ingram. All Rights Reserved. |
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The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
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