Organizational Politics and Leadership
It is the desire of every organization to grow from one level to the other. This kind of movement is however possible when members of the organization embrace team work and are motivated to work towards a common goal, without necessarily compromising any stakeholder within which the company operates (Hubbard, 2006, p.1).
Enhancement of performance is therefore a gateway through which a company can achieve greater heights in terms of success and performance. it involves (performance enhancement) ensuring that those within a company realize their full potential through transition from good to great and by doing, it enables the company to move upwards even in the event of troubling moments.
However, different issues in a company can prevent as well as enhance performance. They include leadership personality, organizational culture, organizational politics and trust. Depending on their state and handling, these issues can determine the success of the organization and whether it will realize its objectives or not.
Organizational politics often impact company performance a great deal especially in the pursuit of personal interest and company agenda. Through it, people can interact freely on different scales thus, affecting the performance of employees negatively or positively and in the end, the performance of the entire organization (Bedi & Schat, 2013).
In a company that encourages productivity via the leeway in which staff members can make personal decisions and enjoy rewards following exceptional performance for example appointment of exceptional performers as supervisors that greatly enhance company performance. In this case, staff members have confidence in their work and respect for the organization and its management. In essence, it helps to boost their attitude towards the company thus leading to excellent performance, promotion at work and pay rise.
Literatures on company politics recommend that it is an epidemic tendency in organizations with ability to interfere with normal processes in a company (Vigoda, 2000;Bedi & Schat 2013). Employees have as a result registered negative results in their attitude and performance in the company due to politics. According to Bedi & Schat ( 2013), perceived company politics amongst staff members generates negative results both to the staff and the organization including high level of stress related to work, low job commitment levels as well as lower job satisfaction rate.
Therefore, any form of company politics can greatly affect its performance amongst staff and in the end, the entire organization. The effects of organizational politics are even more severe in public settings compared to the private sector. Company politics according to Vigoda (2000), leads to negligence at place of work and in some cases, exit from work.
Employees in the public sector as a result neglect their duties as a response to organizational politics. This has generated negative results on their remunerations and their jobs. For instance, employees in the public sector are not compensated for their efforts and performance (Vigoda, 2000).
The effect of such politics in an organization is negligent staff behaviors and negative attitudes towards work which can “yield low-quality work outcomes and poor and ineffective public services, Low efficiency of public systems threatens large populations and thus carries high potential damage for the society” (Vigoda, 2000, p. 342).
While it can be quite hard for low income staff to exit the public industry because of limited job opportunities and options, many highly educated employees can easily exit their jobs positions in the private and public sector when overwhelmed by company politics (Vigoda, 2000). In the event of such exits in the public and private sector especially by competent staff, low level of performance is registered in the organization.
Besides organizational politics that affect a company profoundly, there are still other factors that affect company performance. Leadership is one of the issues which, according to some studies, have underplayed as insignificant in the performance of a company while others reveal that it plays a crucial role in performance with close to 50 percent performance disparity (Peterson et al, 2003).
Research on influence leadership to the performance of an organization however did not stop at leadership alone. It also focuses on other issues of a leader that impact his or her relationship with staff members and in the end, affecting the performance of the organization (Peterson et al, 2003).
Additionally, leadership styles studies reveal the benefits of a leader who is focused compared to a competitive leader. While competition is a very crucial factor as it drives a company towards realization of its goals, it can take place at the expense of other organizational factors in some cases for example staff members. (Chen-Mei et al (2011) offers an important insight into leadership effect on realization of company goals, indicating transformational style of leadership which has more potential in initiating changes amongst followers compared to transactional leadership.
Followers using charisma, intellectual stimulation, personal consideration, transactional leaders can influence their followers towards acting for the benefit of the organization and themselves thus realization enhanced performance in the organization (Chen-Mei et al, 2011).
The overall view of leadership personality focuses on personal traits of leaders as well as their influence on staff members and performance of the management. Therefore, a leader with predisposition is on cooperation is more likely to influence the creation of cooperative groups or teams. As a result, the teams would work efficiently towards creation of solutions by sharing information.
What’s more, the cohesive dynamics in such groups “should ultimately lead to the smooth implementation of intended goals because all team members are cooperatively focused on decisions” (Peterson et al, 2003, p. 797). However on the reciprocal, leaders who are extremely competitive push their teams as well as followers towards team and personal competition.
Each of the teams and individual will therefore work towards convincing the leader of their solutions viability (Peterson et al, 2003). Additionally, having such a competitive dynamic is an ideal program application issue as members of the teams and groups have little or no motivation of work across different functions.
With such competitiveness and misunderstandings amongst members and personal employees, it becomes quite difficult for an organization to realize its goals. It is even worse as such companies tend to create staff members who are less motivated with their jobs especially those on specific competition. Organizational performance in the end will be affected under such kind of leadership.
Another factor that affects company performance is organizational culture. This is defined as the intricate link of standards and values that affect the attitude of a person (Al-bahussin & El-garaihy, 2013). The realm of culture in an organization includes values, experiences, expectations and thoughts gained via socialization, participation and education within the company.
Therefore, the culture of an organization settles for ideal features which are considered desirable for the realization of company goals and are accepted widely within the boundaries within which, the company operates (Al-bahussin & El-garaihy, 2013). The significance of culture can therefore not be underplayed and its effect on the performance of an organization.
A significant consideration is the fact that “A top level of organizational performance is generally linked to an organization, possessing an effective culture with appropriately merged and productive set of values, opinions and attitudes” (Al-bahussin & El-garaihy, 2013, p. 6).
While the culture of an organization reflects a uniformed way of doing things in an organization and ensuring equality amongst staff members, which may in some cases lead to good performance in general, it is also known to have its limitations. According to Al-bahussin & El-garaihy (2013), a solid organizational culture limits individual performance, creativity as well as innovation via provision of stringent guidelines within which staff members operate.
Staff members do not as a result, work to their full potential since such cultures demoralize them from exploring anything new that can enhance their performance and overall performance of the organization. However, company performance relies more on trust in the organization. The perception of fairness by staff members is a determinant of their trust in their leadership and in the company at large.
It therefore, affects their performance based on the fact that trust in the leadership has been found to enhance commitment of staff to the organization and to enhance their identity in the company (Paliszkiewicz, 2012). In the end, many staff members would double their performance, focus more on their tasks and spend more time at work, thus enhancing their overall performance in the company. Trust is also indicated to help enhance employee productivity and reduce absenteeism.
High levels of trust in groups and individuals are known to reduce organizational performance. According to Paliszkiewicz (2012), this is attributed to the fact that it reduces monitoring and in the end performance. Absence of trust between the leadership and staff members calls for collective measures amongst staff members thus, having a detrimental effect on the company Paliszkiewicz (2012).
It is therefore imperative that companies strike a balance between the mentioned factors above because they affect the performance of the company a great deal. While it may lead to competition amongst staff members, politics in an organization can be quite detrimental as opposed to being beneficial hence, the need to minimize it.
Leadership is also an important factor when it comes to performance and leaders should lead by example and inspire staff members and not act as deity.
On the other hand culture defines the company representing its values. However, in keeping up with organizational culture, companies should create a leeway for implementation of new connections in the dynamic world of company practices.
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