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Checkmate: Using political skill to recognize and capitalize on opportunities in the ‘game’ of organizational life

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  • McAllister, Charn P.
  • Ellen, B. Parker
  • Perrewé, Pamela L.
  • Ferris, Gerald R.
  • Hirsch, Daniel J.

Abstract

Politics in organizations are a fact of life, and have been regarded as such for decades by organizational scientists and practitioners alike. Unfortunately, far less is known about the skills or competencies needed in order to be successful—and even survive—in such political environments. Although many believe performance, effectiveness, and career success are determined mostly by intelligence and hard work, political perspectives on organizations contend that other factors such as positioning, social astuteness, and interpersonal savvy also play important roles; that is, individuals need to possess political skill. In this article, we describe the underlying features and operation of political skill in organizations, and argue that it allows people to be effective at work by giving them the capacity to more accurately recognize opportunities in the work environment and effectively capitalize on those opportunities. Using the game of chess as a metaphor, we describe how politically skilled individuals strategically employ their competencies in ways that ensure goal attainment. Further, we provide some practical guidance for employees about how to play the organizational politics ‘game’ to facilitate success.

Suggested Citation

  • McAllister, Charn P. & Ellen, B. Parker & Perrewé, Pamela L. & Ferris, Gerald R. & Hirsch, Daniel J., 2015. "Checkmate: Using political skill to recognize and capitalize on opportunities in the ‘game’ of organizational life," Business Horizons, Elsevier, vol. 58(1), pages 25-34.
    • Handle: RePEc:eee:bushor:v:58:y:2015:i:1:p:25-34
    DOI: 10.1016/j.bushor.2014.09.008
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    References listed on IDEAS

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    1. Sternberg, Robert J., 2004. "Successful intelligence as a basis for entrepreneurship," Journal of Business Venturing, Elsevier, vol. 19(2), pages 189-201, March.
    2. Robert A. Baron & Michael D. Ensley, 2006. "Opportunity Recognition as the Detection of Meaningful Patterns: Evidence from Comparisons of Novice and Experienced Entrepreneurs," Management Science, INFORMS, vol. 52(9), pages 1331-1344, September.
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    Cited by:

    1. Varela-Neira, Concepción & Araujo, Marisa del Río & Sanmartín, Emilio Ruzo, 2018. "How and when a salesperson's perception of organizational politics relates to proactive performance," European Management Journal, Elsevier, vol. 36(5), pages 660-670.
    2. Romulo Matos Moraes & Aridelmo José Campanharo Teixeira, 2017. "When Engagement Meets Politics: Analysis of a Brazilian Public Institution," Public Organization Review, Springer, vol. 17(4), pages 495-508, December.

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