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Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

The importance and criticality of sustainable development goals is witnessed by 195 member countries. For its full-fledged adoption and implementation, it needs to be understood by masses and political leaders are critical agents those engage diverse communities through social media such as twitter. Therefore, in this study focuses on how political leaders can influence the sustainable development goals through Twitter.

This study examines the social media conversations of political leaders on Twitter. Social media analytics methods such as sentiment mining, topic modelling and content analysis-based methods have been used.

The findings indicate that most political leaders are primarily discussing the sustainable development goals (SDGs) “partnership for goals” and “peace, justice and strong institutions”. Many other goals such as “clean water and sanitation”, “life below water”, “zero hunger”, “no poverty” and “educational quality” are not being focused on.

This study offers implications in terms of collective decision making and the role of policy makers towards the goals of promoting SDGs. The authors highlight how political leaders need to involve key stakeholders in this journey.

This study scores and provides a cohort-specific prioritization of the leadership within these countries with regard to SDGs, which could be beneficial to the society.

This study aims to identify the level of political participation of local citizen in 208 districts representing for 63 provinces and cities in Vietnam and consider the effects of candidate's attributes, local political contextual factors and other local citizen’s demographic characteristics on the elections of local leaders in Vietnam.

By using Probit model and data about provincial governance and public administration performance index and self-survey about local leaders in the districts, this paper shows the different effects of candidates’ attributes, local political context and other local citizen’s characteristics on the first and second elections of local leaders in Vietnam.

The result indicates the probability of candidates being elected in the first term depends on their characteristics, local political context and local citizen. However, the reelection of local leaders for a second term depends much on their characteristics and local political context not on demographic characteristics of local citizen. The satisfaction rate of local citizen and being an incumbent for the first term are driving forces for the local citizen to elect their leader for the second term. Meanwhile, local political context such as local transparency, local official development assistance project and citizen satisfaction will increase the likelihood of local leaders being elected for the first and second terms.

The major limitation of this study is the data of the self-survey because it only provides basic but not complete characteristics of candidates and local contexts in some typical districts in 63 provinces and cities across the country.

This paper includes policy implications for candidates who want to be elected for both terms and local governance in Vietnam. The government needs to focus on building human resources for local administration to meet the requirements of building a clean, strong, modern and anticorruption administrative system.

This paper extends the analysis on examining the characteristics of candidates and local citizen as well as local political context influencing the elections of local leaders, getting involved in the Vietnam context, still underresearched, especially with reference to political participation of local citizen.

Scholars have long argued that churches play a critical role in mobilizing communities marginal to the political process, primarily by pooling resources, disseminating information, and providing opportunities for members to develop community networks, leadership, and civic skills. However, recent research suggests that churches only serve as effective mobilizing institutions when they engage in direct political discussion and recruitment. Even so, churches may face economic, legal, and institutional barriers to entering the political sphere, and explicit political speech and action remain rare. Through an analysis of two years of ethnographic fieldwork following faith-based community organizers attempting to recruit Spanish speakers throughout a Catholic Archdiocese into a campaign for immigrant rights, this paper explores the institutional constraints on church political mobilization, and how these are overcome to mobilize one of the most politically marginal groups in the United States today: Hispanic undocumented immigrants and their allies. I argue that scholars of political engagement must look beyond the structural features of organizations to consider the effects of their institutionalized domains and practices. While churches do face institutional barriers to political mobilization, activists who specialize their recruitment strategy to match the institutional practices of the organizations they target can effectively overcome these barriers to mobilize politically alienated populations.

The purpose of this paper is to highlight gendered media constructions which discourage women's acceptability as political leaders and trivialise or ignore their contribution.

Media analysis of UK newspapers, government web sites, worldwide web relating to the UK 2010 government election, women MPs and in particular representations of Harriet Harman and Theresa May.

Media constructions of UK women political leaders are gendered and powerful in messaging women's (un)acceptability as leaders against embedded stereotypes. Being invisible via tokenism and yet spotlighted on the basis of their gender, media constructions trivialize their contribution, thus detracting from their credibility as leaders.

UK‐based study grounded in opportune “snapshot” media analysis during election and resultant formation of UK coalition Government. Focus on two women political leaders, results may not be generalisable.

Raises awareness of the numerical minority status of UK women political leaders, the invisibility‐visibility contradiction and the power of the media to construct women leaders against gender stereotypes. Call for continued challenge to gendered leader stereotypes and women's representation in UK political leadership.

Highlights power of media to perpetuate gender stereotypes of UK women political leaders.

The purpose of this paper is to implement the concept of the “political iceberg” and to investigate its hidden or submerged part comprised of motives and latent triggers lying behind leaders’ political behavior, and which remains almost unexplored. Specifically, drawing on the abundant literature at the intersection of leadership and organizational politics, the authors examine – what drives leaders to engage in political behavior?

Public sector organizations are characterized by a high level of organizational politics and are therefore suitable for this research. A semi-structured interview formed the main data-gathering instrument. The authors conducted interviews with 14 leaders across public sector organizations. The findings are based on a qualitative analysis of the interviews.

Two key themes were analyzed: leaders’ motives to engage in political behavior to achieve corporate interests; leaders’ motives to engage in political behave or for personal interests. On the one hand, motives for political behavior are directed toward the general good, such as accomplishing organizational goals, attaining resources and managing change. On the other hand, motives to engage in political behavior may focus inter alia on such, personal interests as one’s career in the organization, gaining an advantage or other self-interests.

To date, research has focused primarily on the visible tip of the political iceberg. This study is part of a new stream of qualitative studies of political behavior. To gain a complete picture of organizational life, this study focuses on the hidden side of the political iceberg and has revealed the motives for political behavior.

State leaders’ decision-making calculus is often attributed to external factors. The political arena, international community pressure and a country’s military stance all take centre stage in the analysis of national security decisions. Little weight is given to personal aspects of a leader’s psyche in explaining these decisions; this is true to the bulk of the research regarding this topic. This study theorizes and tests a positive link between Israeli leaders’ combat military experience and their propensity to enter into ‘peacemaking’ decisions namely, peace talks, cease fires and unilateral withdrawals. This research uses a new database comprising all peacemaking decision points in Israel’s history, looking at the pressure put on a leader from outside factors and his military experience to explain the decision taken. It finds a strong significant link between combat experience and the tendency to enter in a peacemaking decision with little regard to ideological affiliation, shedding a new light on Israeli politicians from both sides of the aisle.

This chapter examines how elected politicians exercise their role as leaders (managers) of public services by employing three concepts: accountability, trust and authenticity. Political leaders have an obligation to their electors and the public services that they lead. Lord German examines this dual accountability. He maintains that the mediation of political power and leadership through interaction with a permanent civil service offers a rich field for interdisciplinary research. He suggests that authenticity in the political sphere has two dimensions which may not align: political authenticity and organisational authenticity. Lord German argues that both of these offer potential for research and the reinterpretation of authenticity in the political arena.

Drawing on the political theory of leadership and the input‐process‐output model the purpose of this paper is to examine the link between leader political skill and team performance by focusing on the mediating role of team communication and the moderating role of team task interdependence.

The authors collected three waves of data from 80 teams across four business units and employed hierarchical regression modeling and the moderated path analysis approach suggested by Edwards and Lambert to test the moderated mediation model.

Leader political skill was found to positively influence team performance via promoting the quality of team communication. Moreover, team task interdependence moderates the relationship between leader political skill and team communication, such that the relationship is stronger when team task interdependence is high rather than low.

First, the paper adopts the measuring scales developed in the western organizational context to investigate the relations and phenomena existing in the Chinese organizational context. Future research should adopt the indigenous measuring scales to investigate the relations and phenomena existing in the Chinese organizational context. Second, both political skill and team performance were reported by the team leader, which might lead to common source bias. Future research should allow team members to rate leaders' political skill and the team leaders' supervisors to provide evaluation of team performance.

Owing to its importance to team performance, political skill is one of the critical skills that leaders should make efforts to develop. When companies recruit leaders for work teams, they should put more attention on the political skills of the candidates. Moreover, companies should cultivate a cooperative team climate to facilitate team communication.

Although Ahearn et al. suggested that leader political skill has positive effect on team performance, they did not empirically examine the specific process and mechanism through which the positive effect occurs. This study argues team communication is a critical mechanism that bridges leader political skill and team operations and outcomes as well. The study adopts longitudinal research design and collects multi‐source data to test the authors' model. The study also complements past research by investigating both the mediating and moderating mechanisms in the leader political‐team performance linkage.