In every organization, whether large or small, the influence of power and politics is deeply rooted. While many people may feel intolerant of the word "politics" in the workplace, it is, in fact, a natural and expected part of organizational life. Politics and power are not directly bad; when understood and used morally, they can help people, groups, and organizations to succeed. Here are some key points that discuss how power and politics work in organizations, their impact on behaviour and action, and what managers and employees should focus on when navigating political environments at work.

Understanding Power in the Workplace

Power in an organization refers to the ability of a person to guide the behaviour of others to get things completed. It is not limited to top managers; even junior employees can have power if they have knowledge, skills, or influence that others need. Power can come from different sources:

Real power is based on the position someone holds within the company.

• Reward power: It is the ability to offer rewards, such as promotions.
• Forcible power: It is the power to punish or discipline.
• Professional power: It is achieved through skills or knowledge.
• Referent power: It derives from being respected or revered.

Among these, professional and referent power regularly lead to improved organizational performance because they are based on personal abilities rather than authority. People generally respond positively to power that is based on ability and respect.

Managers and employees must also understand that power is not fixed. It changes depending on the condition. For example, someone may have a lot of official power, but if others do not rely on them, their actual influence could be incomplete. On the other hand, a person with unique knowledge or contacts might hold substantial informal power even without a high position.

The Nature and Use of Politics

Organizational politics include the use of power and influence to increase personal or group advantages. While many consider politics to be harmful or scheming, it is often essential to achieve goals and influence decisions. Politically skilled people are naturally more successful in organizations. They know how to shape relationships, realize others' inspirations, and use understated approaches to get support.

Though political behaviour can be risky. When people misuse political tactics or act dishonestly, others may think of them as undependable. For example, if someone continuously takes praise for others’ work or falsely claims to be close to prominent figures, their status may suffer. So, political actions should be taken with care and honesty.

An important aspect of politics is impression management (IM)—the way people attempt to control how others see them. This may include dressing professionally, speaking positively, showing eagerness, and honouring others. While IM can help in job interviews and performance analyses, it must be used wisely. Too much self-importance can fail, particularly if managers can see that the individual is exaggerating.

People also have different responses to political behaviour shaped by their practices and culture. In countries with political instability, workers may find it easier to accept office politics since they are accustomed to such situations. In contrast, stable societies may be involved in politics that lead to frustration and higher employee turnover.

Impression Management: Interviews vs Workplace Performance

Impression management is frequently employed in job interviews. Applicants try to express their confidence, ability, and geniality. It displays that IM is generally effective during interviews, especially when interviewers are not following a strict and planned procedure. Applicants who dress well, speak confidently, and present their achievements often make a better impression.

But in structured interviews, where questions are wisely planned and centred on specific qualifications, IM generally has less impact, because the structure limits opportunities for guidance and emphasizes real quality.

The impact of IM differs in the workplace. Some policies, such as ingratiation—offering praises to supervisors or showing agreement—can lead to better performance rankings. However, self-promotion, where someone claims about their work, can often fail. Supervisors may not value overstated claims, especially if they are alert to the real contributions.

Interestingly, individuals with political skill are able to apply impression management more successfully. They know when and how to apply it, and they adjust their behaviour according to the situation. For example, politically skilled persons who use ingratiation wisely are more likely to be liked and get good performance reviews. Those who lack this skill may be viewed negatively, even if they try the same tactic.

In short, knowing how to present oneself appropriately and reading the social situation are essential skills for workplace success. But sincerity and modesty are usually more appreciated than fake or manipulative behaviour.

Power Networks and Indirect Influence

In many cases, power does not work in a straight line. People are connected through networks—both formal and informal—that improve decision-making. Efficiently, people must understand who holds power and who influences those people behind the scenes. Building relationships across various stages and departments can increase one’s indirect influence.

A useful plan is to create a political map—a visual plan showing who the key players are, who influences them, and how to build networks. For example, if a manager cannot directly hold a decision-maker, they might contact a mutual friend or colleague who has a stronger connection. This indirect influence can be just as powerful, if not more, than direct control.

Political maps also help in understanding multifaceted organizational behaviour. Not everyone with a title has the same level of influence. Some people may have secret power because, their experience, knowledge, and agreements. Finding these people and understanding their networks can be an important tool in gaining support and getting things done.

Although this kind of preparation might seem tactical or even manipulative to some, it is a practical method for navigating organizational politics. Overlooking the political side of the workplace does not make it vanish—it only limits one's ability to influence consequences. If the approach is ethical and helpful, using political awareness is not only acceptable but also often essential.

Conclusion

Power and politics are important to organizational life. Whether we like it or not, every workplace is influenced by individual interests, group dynamics, and the informal tactics people use to achieve their dreams. Power can be used positively to influence and lead, and politics—when used ethically—can help people to build influence and succeed in their careers.

Understanding different foundations of power, practicing impression management with honesty, and identifying the importance of political awareness can lead to a more satisfying job, improved performance, and career development. However, misuse of these tools can result in mistrust, conflict, and missed chances.

So, both managers and employees should try to use power positively and play politics wisely—not by operation, but by building real influence through honesty, skill, and tactical awareness. Eventually, success in any organization depends not just on what you do, but on how you narrate to others and how you navigate the human side of work.

.    .    .