TY - JOUR AB - Argues that leaders with extensive backgrounds in organizationalpolitics are more likely thantechnology‐focused leaders to complete their informationtechnology projects successfully. Describes how successfultechnological leaders in the public sector manage their projects, mainly upwards and outwards, and tailor their technical visions to the day‐to‐day reality of theirorganizations. Compares theevolution and fate of twoinformation technology projects, one managed by a technology‐oriented scientist (success) and the other by a politics‐drivenbureaucrat (failure). Proposes that senior decision makers can hone the political skills of theirtechnological leaders by training them on the “soft” skills ofmanagement and helping them balance the skill sets of their teams. Suggests how to change current incentive systems in order to encourage technological leaders to politick their projects to success. VL - 21 IS - 1 SN - 0143-7739 DO - 10.1108/01437730010310703 UR - https://doi.org/10.1108/01437730010310703 AU - Peled Alon PY - 2000 Y1 - 2000/01/01 TI - Politicking for success: the missing skill T2 - Leadership & Organization Development Journal PB - MCB UP Ltd SP - 20 EP - 29 Y2 - 2024/03/29 ER -