In the fast-paced realm of modern business, organisational change has become a certainty. Despite this, around 60% of these changes are unsuccessful. Leadership plays a pivotal role in steering these transitions effectively, yet success extends beyond traditional leadership capabilities, encompassing a mastery of specific political skills. Research conducted by academics from Radboud University and the University at Buffalo (State University of New York) highlights that qualities such as sincerity and networking prowess significantly influence successful changes. These insights were recently published in the journal Group & Organization Management.

The study focused on four key political skills often associated with workplace dynamics: interpersonal influence, networking ability, apparent sincerity, and social astuteness. Wieke Knol, the lead researcher, emphasises that these skills can be developed through training, offering a practical roadmap for leaders. The research aims to identify which of these skills has the most significant impact on teams, providing clear guidance on where leaders should concentrate their efforts before embarking on organisational changes.

Among these skills, interpersonal influence is notably critical. The research included surveys conducted with employees of a large Dutch organisation amidst a structural transition towards self-directed teams. This transformation required employees to adopt more independent roles. Through surveys conducted before and after the transition, the research sought to understand which skills were most vital in implementing change effectively. According to Knol, interpersonal influence involves the capacity to engage and persuade employees effectively, making the transition seem less daunting by clearly communicating the benefits and addressing any concerns in a relatable manner.

Another study’s author, Yannick Griep, points out that networking ability and apparent sincerity contribute significantly to successful change. Effective networking ensures leaders grasp employee sentiments and expectations, fostering a better understanding and acceptance of the change. Networking also plays a crucial role in securing the resources necessary for facilitating change. Meanwhile, the ability to project sincerity can diminish employees’ distrust towards changes, especially if they believe in the genuineness of their leaders’ intentions.

While the study highlights the benefits of certain skills, it also uncovers potential pitfalls, particularly in the case of social astuteness. The research suggests that while a degree of empathy is necessary for understanding employee reactions to change, excessive social astuteness can backfire. It may inadvertently validate employees’ concerns about the change, leading to increased distrust. This insight can help leaders avoid common pitfalls during change management.

Knol underscores that implementing these skills effectively can significantly improve how leaders manage their teams through periods of change. Although apparent sincerity is beneficial, it often requires frequent interactions that may not always be feasible. In such instances, skills like interpersonal influence and networking, which do not necessitate constant interaction, can be more strategically employed to ensure a committed and well-informed workforce. By equipping leaders with these skills, they are better prepared to foster commitment and clarity among their teams, which are crucial for a successful transformation.

More information: Wieke Knol et al, Use of Political Skills by Leaders to Establish Successful Organizational Change, Group & Organization Management. DOI: 10.1177/10596011241278028

Journal information: Group & Organization Management Provided by Radboud University Nijmegen