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The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ interpretation of political influence attempts that are ambiguous.

Managers (n=156; 49.5 percent female) completed measures of their political skill. Employees (n=427; 39.1 percent female) completed measures of the manager’s authentic leadership.

Managers’ apparent sincerity was positively related to employees’ perceptions of managers’ authentic leadership; managers’ networking ability was negatively related to employees’ perceptions of female managers’ authentic leadership, but not of male managers.

The methodology does not allow claims about causality.

Findings add knowledge of authentic leadership, such as difficulties that female managers face, and show the value of a fine-grained approach to political skill. Female managers should be aware that networking might have disadvantageous side effects. Conversely, sincere behavior attempts seem favorable for authentic leadership perceptions.

The purpose of this paper is to explore the relationship between organizational democracy and political behaviors in universities.

To examine the relationship between organizational democracy and political behaviors in higher education institutions, a correlational survey model was utilized. Data were collected from 283 academic staff members.

It was found that there is a moderate and negative relationship between organizational democracy and the frequency of encountering political behaviors and that organizational democracy predicts the frequency of encountering political behaviors.

These data shed light on the relationship between organizational democracy and political behaviors according to the views of academic staff. The study has provided empirical evidence that political behavior declines in the presence of organizational democracy.

Recent changes in the economy have altered both the internal and external operations of organizations. In response to the economic downturn, organizations have been forced to dramatically change their work practices and processes. Such practices inevitably create concern for employees as resources become more scarce, rewards and processes become more uncertain, and the marketplace becomes more competitive. To avoid these stressful situations and survive within their organizations, workers have to become more flexible and responsive. However, the specific ways in which the economic downturn will affect worker well-being has yet to be determined. In this chapter, we propose an integrative model of the politics– stress relationship and demonstrate the key role played by economic conditions.

Purpose – Acknowledging that the field of neuroscience is expanding rapidly and the implication of recent neuroscientific advances on the study of politics is equally vast, this chapter will focus primarily on three key areas of convergence that have influenced the direction of neuropolitics: first, decision-making (emotions, preferences, and voting behavior); second, research on in-group/out-group relations, such as coalitional groupings and discrimination and prejudice; and, third, the rise of neuroeconomics.

Approach – This chapter is concerned with the intersection of political science and neuroscience and discusses how recent technological and theoretical developments in the latter are greatly contributing to the field of neuropolitics.

Findings – The insights generated by neuroscience permit the study of politics to be anchored on a scientific foundation for the first time. In turn, this opens the door to a renaissance in the political psychology subfield of political science, as the scientific origins of political behavior are revealed.

Research implications – The ongoing revolution in neuroscience is producing insights into international political behavior that is largely unacknowledged by political scientists.

Value – The implications for domestic and international policy are major. Fundamentally, this is because neuroscience allows us to comprehend better the origins of human political behavior.

A number of obstacles, many originating from political/government sources, adversely affect individual firms involved in operations outside of their domestic market. The purpose of this study was to investigate the role in which market access, existence of government policies, and market imperfections impact both the importance firms attach to, and the formalization of, political activities designed to reduce or eliminate such threats. The findings indicate, when faced with government/political threats, firms attach high levels of importance to political behaviors and this, in turn, is associated with formalized political activities on the part of the firm.

Effective leadership action requires managers to harness power that is intrinsically political. This paper aims to study and characterise the political nature of a manager's behaviour when taking leadership action.

The methodological approach is qualitative and examines three organisations over a three‐year period when these entities experienced a major product failure. The paper analyses the actual managerial behaviour of managers and provides insight into the factors that most strongly influence the effectiveness of managers when taking leadership action.

Political behaviour when taking leadership action can be conceptualised in terms of rationality and emotionality. In so doing, it can be clarified how behaviour must be modified to ensure that leadership action is consistently effective.

A case study of three multinational engineering companies engaged in the design, development and manufacturing of turbomachinery provides the platform for the research. The concepts presented in the paper will require validating in other organisations of different demographic profiles.

The concepts presented and the implications discussed provide insight into the political nature of managerial behaviour when taking leadership action. The paper highlights the practical steps individual managers can embrace to ensure that their behaviour is appropriate to context, even under the most traumatic situations. Thus, the paper provides managers with a model that facilitates effective leadership action.

This paper provides insight into how managers behaved in circumstances that mattered to them. Through immersion in events at the time they took place, the authors captured situations in which managers were under real pressure and, in so doing, avoided the bias inherent when interviewing a manager about past events. As such, the paper concludes that the political behaviour in which managers engage when taking leadership action is rooted in the reality of the adversity that the most capable managers have both experienced and overcome. This detailed study reports behaviour in a situation where managers' business and future prospects were in jeopardy. This paper identifies why some managers were able to use the experience positively, helping them to adopt politically intrinsic behaviour to facilitate effective leadership action.

The purpose of this paper is to define the outcomes of bullying at work. In that sense, the study tries to define the effect of bullying at work on work alienation and the roles of political behavior perception and organizational alienation in this effect.

The study collects data from lecturers from a university in Turkey by using questionnaires. Structural equation model is used to test hypotheses.

The findings of the study show that political behavior perception has a mediating role over the effect of bullying at work on work alienation, and also that organizational alienation has a mediating role over the effect of political behavior perception on work alienation.

The study confirms that perception of bullying at work is determinant on the level of work alienation; thus, it is important to minimize bullying perception. This study shows both researchers and organizations that further potential vital problems to arise as a result of bullying will diminish once bullying at work is decreased.

The research tries to define the consecutives of bullying within a multi-level point of view. Additionally, as per the authors’ knowledge, there are no other studies in the literature that handle the related variables altogether.

Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship behavior (OCB) while considering the mediating role of knowledge hiding and moderating role of political skill in this process.

Data were collected in a time-lagged survey in two waves with a three-week interval from frontline employees and their peers working in private sector banks in India. The hypothesized relationships were ascertained using the PROCESS macro for SPSS.

The results revealed a negative association between the perception of organizational politics and OCBs targeted at co-workers (OCBI), organization (OCBO) and customers (OCBC), both directly and indirectly, via knowledge hiding. Additionally, the negative indirect effect of the perception of organizational politics on OCB facets, via knowledge hiding, is buffered for individuals with high levels of political skill.

The current study portrays a more comprehensive understanding of the dynamics between the perception of organizational politics and OCB, with a particular emphasis on identifying the unidentified factors that may impact this liaison.