Power and Politics in Organization: A Theoretical Paper

Abstract

INTRODUCTION

This theoretical paper unveils the place of power and politics as central concepts in the study of organizational behavior in the academic milieu. Numerous studies have provided generous ideas on what power and politics are. In fact, many researchers attempted to uncover common understanding towards these behavioral tendencies. However, despite the efforts, they remain two among the least grasped concepts among educational leaders.

METHODS

Thorough review of literature and studies was employed, giving focus on exploring possible parameters of educational leadership and management vis-Ã -vis power and politics, being the chief variables of this study. This would help other and future researchers to further strengthen the research's ability to become more focused on the essentials and expand the awareness and sensitivity toward an uncommon milieu and less-noted dimensions of human behavior and organizational culture.

RESULTS

Power takes varied forms and occurs under scores of conditions while politics -which is the acquisition, exercise, and development of power -differs with reference to position, gender, and orientation. It is of conclusion that power and politics are defined by circumstances. Any academic organization cannot survive without power and politics. They cover concrete connections between and among educational actors. These are interrelated approaches that call foreffective use and management to harmonize underlying differences and further achieve individual and organizational solidity. This paper concluded in addition that the educational arena finds reluctance in touching discussions on these; most educational people recognize power as adverse and politics, unprincipled. Eluding from these realities only gives birth to power abuse that can influence people's behavior, change the course of action, and elevates resistance.

DISCUSSIONS

This discussion thus asserts that educational management is basically tied with power; and that educational leaders must learn how to effectively manage with and amplify it to set directions to a collective undertaking. A responsive relational leadership combined with efficacious use of power among educational managers can truly foster mutually positive organizational politics.