Redefining managerial work: smart politics

Abstract

Despite the abundance of practical advice for managing contemporary organisations, managers still seem to struggle with their role. Trying to manage a plethora of stakeholder interests can create a considerable array of paradoxes and double binds that often leave well‐intentioned executives feeling frustrated and disillusioned. This is because too much attention has been given to understanding what managers do at the expense of why they do it. Examining the importance of personal motive is key in helping managers cope with these difficulties because it highlights the centrality of power and politics in managing. This paper builds on this perspective by developing the idea of a legitimate political mindset, showing how the adoption of this perspective enables managers fundamentally to redefine the content of their work and their managerial activity patterns for the benefit of their businesses, not just themselves.

Citation

Butcher, D. and Clarke, M. (2003), "Redefining managerial work: smart politics", Management Decision, Vol. 41 No. 5, pp. 477-487. https://doi.org/10.1108/00251740310479322