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*** .42 *** .67 *** −.19 ** .79 *** 3.99 (.97) 9. Chronic Compassionate Goals .69 *** −.24 *** .54 *** .50 *** .84 *** −.11 .70 *** .55 *** 3.87 (.61) 10. Chronic Self- Image goals −.14 * .68 *** −.20 ** −.23 *** −.21 ** .88 *** −.23 *** −.21 ** −.23 *** 2.38 (.67) 11. Chronic Responsiveness to oommates .51 *** −.28 **... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.487 | 0.66 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.974115 | [
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6 *** .47 *** .65 *** .65 *** −.24 *** .69 *** .81 *** .71 *** −.30 *** .86 *** 3.92 (.81) Open in a new tab *** p < .001 ** p < .01 * p < .05 N = 230 at pretest, N = 218 at posttest. Chronic scores were calculated by averaging across the weekly reports. Self-image and compassionate goals were measured on a scale rangi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.746 | [] | 496 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.974200 | [
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ale ranging from 1 (not at all) to 5 (very much). Compassionate goals and responsiveness to roommates Compassionate goals and responsiveness to roommates, though correlated, are empirically distinct. EFAs on the pretest items suggested that 2 factors accounted for 48% of the variance: all responsiveness items loaded on... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.848 | [] | 482 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975273 | [
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actor, with loadings ranging between .38 and .66. Importantly, no secondary loading exceeded |.28|. We conducted CFAs on items at posttest and each of the 10 weeks (yielding 11 separate sets of CFAs), testing two-factor, 136.84 < χ 2 (76, 218 < N < 230) < 232.48, Mχ 2 (76, 218 < N < 230) = 183.77, and single-factor sol... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.75 | [] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975348 | [
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ntly better fit, 194.33 < Δχ 2 (1, 218 < N < 230) < 554.95, MΔχ 2 (1, 218 < N < 230) = 402.94. Compassionate goals and perceptions of roommates’ responsiveness Compassionate goals and perceptions of roommates’ responsiveness, though correlated, are also empirically distinct. EFAs on the pretest items suggested that 2 f... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.868 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975391 | [
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compassionate goal items loaded on the second factor, with loadings ranging between .39 and .63. Importantly, no secondary loading exceeded |.23|. We conducted CFAs on items at posttest and each of the 10 weeks (again, yielding 11 separate sets of CFAs), testing two-factor, 110.55 < χ 2 (76, 218 < N < 230) < 247.82, Mχ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.505 | 0.73 | [] | 459 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975433 | [
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230) < 948.77, Mχ 2 (76, 218 < N < 230) = 753.14. For all analyses, two-factor solutions provided significantly better fit, 338.01 < Δχ 2 (1, 218 < N < 230) < 747.22, MΔχ 2 (1, 218 < N < 230) = 586.20. Overview of Primary Analyses We conducted data analyses in two phases. In Phase 1 we focused on the intrapersonal asso... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.734 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975481 | [
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h A; Figure 1 ), which would predict change in their perceptions of their roommates’ responsiveness (Path B), which would in turn, predict change in their compassionate and self-image goals (Path D). In Phase 2 we focused on the interpersonal associations among these variables to examine how actors’ goals predict chang... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.528 | 0.702 | [] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975542 | [
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cts change in partners’ subsequent responsiveness to actors (Path I) and goals (Path J). We tested both the intra- and interpersonal associations 1) within weeks, 2) from week to week using lagged analyses, and 3) across the semester from pretest to posttest. Importantly, all intra- and interpersonal analyses assess ch... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.36 | 0.856 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975583 | [
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erage goals across 10 weeks) predict responsiveness that week; in lagged analyses, we test whether Week 1 goals predict change in responsiveness from Weeks 1 to 2; and in pretest and posttest analyses, we test whether chronic goals predict change in responsiveness from pretest to posttest. Thus, these analyses test the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.403 | 0.828 | [] | 440 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975624 | [
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eness, and perceptions of others’ responsiveness. General Analytic Strategy In these data, individuals were nested within dyads and dyads were crossed with weeks ( Kashy, Donnellan, Burt, & McGue, 2008 ). Thus, we controlled for the nonindependence of individuals within dyads in all analyses using the MIXED command in ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.441 | 0.86 | ["strategy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975691 | [
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were indistinguishable, we specified compound symmetry so that intercept variances between dyad members were equal. For all analyses, we structured the data so that each dyad was represented by two lines of data, allowing each participant within a dyad to represent both an actor and a partner (see Campbell & Kashy, 200... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.419 | 0.844 | [] | 447 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975733 | [
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ith a separate regression equation for each path. For each path, we regressed the criterion on the predictor(s), controlling for all variables preceding that path in the model. All Study 1 path analyses are illustrated in Figure 2 and Figure 3 . Estimates outside of brackets indicate the partial correlation for that as... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.854 | ["education"] | 489 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975784 | [
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not controlling for previous paths in the model. Partial correlations for all analyses were calculated using the method described by Rosenthal and Rosnow (1991) . Figure 2. Open in a new tab Study 1: Intrapersonal (within-person) path analyses of weekly, lagged-week, and pretest and posttest data. NOTE: All estimates a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.716 | ["education"] | 500 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975830 | [
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l. *** p < .001, ** p < .01, * p < .05. Figure 3. Open in a new tab Study 1: Interpersonal (between-person) path analyses of weekly, lagged-week, and pretest and posttest data. NOTE: All estimates are partial correlations; estimates in brackets indicate test of the individual path, not controlling for previous paths in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.321 | 0.728 | ["education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975875 | [
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ass correlations ( Griffin & Gonzalez, 1995 ), for all primary pretest, posttest, and chronic weekly variables. We created measures of chronic compassionate and self-image goals by averaging each measure across the 10 weeks. In general, compassionate goals, responsiveness, and perceptions of roommates’ responsiveness w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.492 | 0.834 | [] | 499 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975916 | [
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ess and perceptions of roommates’ responsiveness. Because compassionate and self-image goals were significantly correlated, we regressed all outcome variables on compassionate and self-image goals simultaneously. Table 2 shows the interpersonal (i.e. actor-partner) intraclass correlations for all primary variables. Roo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.326 | 0.666 | [] | 507 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.975956 | [
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lf-image goals predicted fewer partner variables. Table 2. Study 1 interpersonal (i.e. actor-partner) intraclass correlations for all pretest, posttest, and mean weekly variables. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 1. Pretest Compassionate Goals .24 * 2. Pretest Self-Image Goals −.11 .02 3. Pretest Responsiveness t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.309 | 0.712 | ["education"] | 487 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976008 | [
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t Compassionate Goals .13 −.05 .10 .18 * .22 * 6. Posttest Self-Image Goals −.08 −.01 −.14 * −.07 −.09 .07 7. Posttest Responsiveness to Roommates . .06 −.03 .10 .18 * .22 * −.10 .32 *** 8. Posttest Perceptions of Roommates’ Responsiveness . .02 .02 .03 .14 .22 ** −.10 .28 ** .34 *** 9. Chronic Compassionate Goals .23 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.513 | 0.742 | [] | 491 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976051 | [
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.12 .00 11. Chronic Responsiveness to Roommates . .21 ** −.13 .15 .26 *** .24 ** −.19 ** .25 ** .21 * .33 *** −.16 * .33 *** 12. Chronic Perceptions of Roommates’ Responsiveness .15 * −.07 .14 .27 *** .23 ** −.14 * .26 ** .29 ** .30 *** −.12 .35 *** .43 *** Open in a new tab *** p < .001 ** p < .01 * p < .05. N = 230 a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.469 | 0.634 | [] | 422 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976099 | [
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alculated by averaging across the weekly reports. Self-image and compassionate goals were measured on a scale ranging from 1 (never) to 5 (always). Responsiveness to roommates and perceptions of roommates’ responsiveness were measured on a scale ranging from 1 (not at all) to 5 (very much). Intrapersonal Processes: Stu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.516 | 0.85 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976152 | [
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onate and self-image goals predict change in their responsiveness to roommates (Path A; Figure 1 ), which predicts change in their perceptions of roommates’ responsiveness (Path B), which in turn predicts change in students’ subsequent compassionate and self-image goals (Path D). Thus, all Phase 1 analyses use only act... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.465 | 0.854 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976212 | [
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lyses simultaneously test the process by which partners’ goals lead to partners’ own responsiveness and goals (i.e., Paths G, H, and J). Weekly associations First, we examined our hypothesized model within weeks, testing whether weekly interpersonal goals predicted responsiveness to roommates that same week, which then... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.834 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976288 | [
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sing restricted maximum-likelihood estimation, and models included fixed and random effects for the intercept and each predictor. In weekly analyses we person-centered all predictors so that scores represent differences from each individual’s own average across 10 weeks (e.g., Enders & Tofighi, 2007 ; Kreft & de Leeuw,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.317 | 0.838 | [] | 442 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976344 | [
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ed model within weeks (see the top of Figure 2 ). Weekly compassionate goals predicted higher and self-image goals predicted lower weekly responsiveness to roommates. Responsiveness to roommates, in turn, positively predicted higher perceptions of roommates’ responsiveness. Lagged-week analyses Next, we tested the lagg... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.812 | [] | 444 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976391 | [
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es, and perceptions of roommates’ responsiveness. Examination of the temporal sequence of effects across weeks does not demonstrate causality but can shed light on the plausibility or implausibility of causal pathways ( Kenny, 1975 ; Leary, 1995 ; Rogosa, 1980 ; West, Biesanz, & Pitts, 2000 ). For example, evidence tha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.347 | 0.858 | [] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976438 | [
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eek predict residual change in responsiveness the following week) would be consistent with the hypothesis that compassionate goals cause responsiveness. No association would rule out a causal effect over this time period. Thus, unlike within-week analyses, lagged analyses test the plausibility of causal associations fo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.347 | 0.832 | [] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976487 | [
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ng restricted maximum-likelihood estimation, with models including fixed and random effects for the intercept and each predictor. We used a residual change strategy to test changes from week to week, regressing the Week N + 1 dependent variable on relevant Week N predictors, controlling for the Week N dependent variabl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.31 | 0.86 | ["strategy"] | 469 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976541 | [
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he model and interpreted the week N + 1 variable. We grand mean centered predictors in tests of lagged-week hypotheses because our prediction concerned change in the outcome from week to week. Lagged analyses examine whether change in the outcome from one week to the next is related to levels of the goal (or other pred... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.399 | 0.84 | [] | 437 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976594 | [
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fluctuations around those individual differences. For example, we hypothesize that As’ goals one week predict their responsiveness the following week, controlling for that week’s responsiveness. Person centering predictors tests whether fluctuations in As’ goals from As’ own average goals predict outcomes. Consequently... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.406 | 0.834 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976634 | [
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As’ responsiveness the following week, controlling for within-person departures from As’ average responsiveness that week. This does not test our lagged hypothesis. Thus, centering on the grand mean for that week is justified and appropriate in these analyses (e.g., Enders & Tofighi, 2007 ). 4 In the lagged-week data, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.394 | 0.86 | [] | 510 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976673 | [
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hange in perceptions of roommates’ responsiveness from Weeks 1 to 2, which in turn predict change in compassionate and self-image goals from Weeks 1 to 3. We expected that, in the case of projection, associations between changes in responsiveness to roommates and changes in perceptions of roommates’ responsiveness woul... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.397 | 0.706 | [] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976713 | [
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ey simultaneously increase their perceptions of roommates’ responsiveness. Accordingly, we hypothesized that change in responsiveness to roommates from Weeks 1 to 2 predicted simultaneous change in perceptions of roommates’ responsiveness. For each path, we regressed the criterion on the predictor(s), controlling for a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.517 | 0.838 | [] | 492 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976754 | [
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ge in actors’ responsiveness t | https://pmc.ncbi.nlm.nih.gov/articles/PMC2891543/ | Creating Good Relationships: Responsiveness, Relationship Quality, and Interpersonal Goals - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.56 | [] | 30 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:06.976794 | [
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politics and business, and share five ways leaders can navigate an increasingly politicized business ecosystem. Close Political dynamics are constantly shifting, with the continuation of the Ukraine War; instability from the effects of the Israel-Gaza conflict; the anticipation of high-stakes elections across 76 countr... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.618 | 0.82 | ["war_conflict", "economy", "leadership"] | 434 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.195627 | [
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onal security and trade competition implications. The pressing issue of climate and environmental challenges, increasingly effective activist pressures on corporations, and other social causes also impact political dynamics. Leaders can no longer afford to retroactively think about political risk when a specific event ... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.606 | 0.826 | ["leadership", "communication", "crisis", "economy", "rhetoric"] | 443 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.195748 | [
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ty as a top-five threat to organizational health. Given these interacting issues, it’s unsurprising that our Global Leadership Monitor found that 45% of leaders rate geopolitical uncertainty as a top-five threat, an 8-percentage point increase from six months ago . What’s more, it’s a threat leaders feel least prepared... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.431 | 0.85 | ["leadership", "communication", "governance", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.195894 | [
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is expected, and government intervention has increased . Above all, the fundamentally political perspective on the role of business in society has evolved. Yet only 27% of organizations say they are developing new leadership skills to address the evolving political landscape in the long term. It’s critical for leaders ... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.478 | 0.856 | ["leadership", "communication", "strategy", "governance"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.196028 | [
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usiness strategy and operations through a political lens. The interaction between politics and business While business has always considered the broader political backdrop, that backdrop is now a fast evolving tapestry made up not just of government positions and political parties, but also of customers, employees, ext... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.416 | 0.836 | ["strategy", "governance", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.196161 | [
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cized ecosystem; information and opinions (regardless of their veracity) are quickly disseminated, and tools to engage in everyday activism are more accessible. Broadly speaking, politics—the expression of values and beliefs about how society should operate— must now be central to business leaders’ priorities. Examples... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.457 | 0.856 | ["leadership", "communication", "ethics", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.196422 | [
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e US was not merely a matter of public health or civic courtesy, but also became a symbol of political allegiance. Instituting mask mandates were anything but simple; businesses needed to understand the political implications of these policies. Business goals’ impacts on society and culture must also be considered. For... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.361 | 0.84 | [] | 464 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.196546 | [
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iginal site when they expanded their operations . Attempts to repair the organization’s brand and image have been extensive, including replacement of the CEO, the chair of the board, two senior executives and a board member. This incident also increased investor pressure on the industry to address heritage management p... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.354 | 0.834 | ["communication", "management", "economy"] | 467 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.196698 | [
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naturally intertwined with geographical concerns. Consulting firms and multinational organizations— which have grown tremendously via globalization—are now dealing with the complexities that come with having a significant presence in all corners of the world , particularly in countries that are going through their own ... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.411 | 0.832 | ["crisis"] | 467 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.196825 | [
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clients with the reputation they strive to have. Technological advancement There is an increasing demand for technology companies to take responsibility for unintended usages and consequences from their products and services. Most recently, twenty notable technology companies—including Microsoft, Google, and Meta—have ... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.352 | 0.84 | [] | 504 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.198363 | [
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has generated a report to ensure accountability . Technology companies that have not made this commitment and fail to block false images or, worse, generate misleading content, will find themselves in poor market standing. Economic uncertainty It’s no surprise that economic uncertainty fluctuates with political platfor... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.54 | 0.824 | ["leadership", "economy", "philosophy"] | 441 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.198548 | [
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ct the economy and, in turn, business strategies. This interaction is currently at play in China, as leaders explore various ways to revive its economy. Not only will businesses have to decide how to partner or invest with China, but they will also need to develop a perspective on China’s cultural exceptionalism and go... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.417 | 0.842 | ["economy", "leadership", "decision_making", "governance"] | 455 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.198729 | [
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tions from operating in a democratic environment. Political perspectives and government actions are becoming ever more relevant to market movements, and their impacts are becoming less predictable . In addition the recent immigration flow into Western countries will have both an economic impact (inflation, productivity... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.53 | 0.834 | ["governance"] | 504 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.198886 | [
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cation and specialization, and living standards). These examples illustrate the cultural disruption businesses are facing. As expectations change around the role of business in society, organizations need to demonstrate how their purpose, business model, and growth strategy coexists with developing social mores. If bus... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.434 | 0.842 | ["strategy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.199532 | [
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e communities in which they operate, they open themselves to additional risk and uncertainty. Adopting a political perspective for effective decision-making Only 36% of leaders feel it’s important for the CEO to speak out on political and social issues their employees care about. While there was a period in which CEOs ... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.454 | 0.842 | ["leadership", "decision_making"] | 436 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.199659 | [
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many did, this appears to have now settled down. Only 22% of leaders think that employees expect the organization to take a stance on political issues that don’t immediately relate to the business. Even when considering stated employee priorities, only 36% of leaders feel it is important for the CEO to speak out on pol... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.448 | 0.868 | ["leadership"] | 501 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.199778 | [
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the mistake of becoming politically disengaged . Instead, leaders need to evolve their understanding of the new political risk equation, as well as the intricacies of effectively engaging with and responding to specific issues within a politicized ecosystem. To address this, organizations should evolve to become politi... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.515 | 0.844 | ["leadership", "communication", "war_conflict"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.199898 | [
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opolitical views, and judiciously enhance business strategy amidst these dynamics. While it isn’t necessary for organizations to associate themselves with a particular set of issues, they need to proactively develop a unifying, strategic perspective on how they engage with societal issues, international relations, dome... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.462 | 0.83 | ["strategy"] | 502 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200054 | [
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orities, public opinion, and business operations. This may seem like a tall order when everyday operational challenges are simultaneously demanding attention. Yet leaders who are skilled at such political thinking are better at making effective, cohesive decisions and maintaining a resilient, strategic mindset, which c... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.559 | 0.838 | ["leadership", "strategy", "decision_making", "crisis", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200166 | [
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taking a direct position and publicly advocating for issues that are important to the business, employees, and/or their targeted consumers. Political champions do not engage in ad-hoc, seasonal issues; their political perspectives are built into the business’ DNA. Notable champions include: Patagonia: Embedded environm... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.446 | 0.826 | ["ethics"] | 461 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200250 | [
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on climate change and public lands conservation. Chick-fil-A: Associated with conservative values; leadership is publicly involved in philanthropy and advocacy aligned with their beliefs. Ben & Jerry’s: Outspoken about social justice issues and uses products and marketing to promote social and political causes. Only 43... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.531 | 0.822 | ["leadership", "ethics", "social_justice", "philosophy"] | 421 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200354 | [
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nternally to help them navigate political issues. Political champions can either be vocal (engaging in public advocacy or lobbying efforts) or quiet (demonstrating their stances through the types of vendors they work with, external organizations they partner with, or how they support their employees or customers). One ... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.628 | 0.834 | [] | 456 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200431 | [
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litical champion) is a capability gap at the top. Even though 80% of CEOs are clear on what issues they need to speak up on, only 43% of CEOs feel they have the support and expertise internally to help them navigate political issues. How can leaders effectively operate in an increasingly politicized business ecosystem?... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.468 | 0.866 | ["leadership"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200516 | [
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Capitalism: How Businesses and Societies Can Thrive in a Deeply Politicized World . He shared five recommendations for leaders to effectively navigate an increasingly politicized business ecosystem: Recognize that there is a new political paradigm. Traditionally, business leaders have not had to look at their businesse... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.45 | 0.85 | ["leadership", "education"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200610 | [
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ses as political actors, in addition to commercial and economic actors. However, leaders who can develop these skills and new perspectives will be more effective, successful, and resilient in our politicized ecosystem. Embrace the spirit of learning. To stay abreast of evolving political sentiment, leaders need to embr... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.441 | 0.832 | ["leadership", "faith_spirituality", "education"] | 441 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200697 | [
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e to provide value in a highly politicized world. It is not enough to try to be on the “correct side” of the short-term socio-cultural virtue signaling. Leaders are now expected to think critically about how they can provide net value beyond financial capital, including social, political, human, knowledge, environmenta... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.415 | 0.84 | ["leadership", "ethics", "education", "philosophy"] | 462 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200787 | [
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n’t expected to publicly engage with every issue. When leaders do take a stance on specific topics, they should do so with clarity on how engaging with these issues will impact stakeholder experience with the business. The challenge is to be proactive. Organizations should not merely act in response to activist pressur... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.481 | 0.864 | ["leadership", "strategy", "crisis"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.200872 | [
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ns relegate strategic questions into simplistic tick-box exercises. Instead, organizations need a solid understanding of how their business strategy and operations align with the ever-evolving socio-political environment. Amplify integrity and transparency in decision-making. Actions speak louder than words. When leade... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.486 | 0.816 | ["strategy", "ethics", "leadership", "decision_making"] | 442 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.201517 | [
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ected in their business’ strategy and operations. An empty declaration of support is a surefire way to incite activists to examine every aspect of your business, and practices that misalign with values are certain to be uncovered. Strengthen cultural leadership skills. With stakeholders holding a wide range of values a... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.461 | 0.862 | ["leadership", "ethics", "strategy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.201660 | [
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is a leadership capability which many have still yet to build in this new political paradigm. Organizations are comprised of people who, of course, cannot be reduced to a simple spreadsheet model. To effectively reconcile differing social and political perspectives, leaders need to understand the interaction between id... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.486 | 0.85 | ["leadership", "decision_making", "ethics", "networking"] | 505 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.201792 | [
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ions are influencing decisions and relationships. Authors Joy Tan and Tom Handcock of RRA’s Center for Leadership Insight conducted the research and authored this report. Learn more about the authors and the Center for Leadership Insight Dr. Joe Zammit-Lucia is the founder of RADIX and author of The New Political Capit... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.636 | 0.836 | ["leadership", "decision_making", "networking"] | 421 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.201899 | [
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Deeply Politicized World . He is based in London. Leadership Strategies Leadership Industrial Assessment and Benchmarking Executive Search Team Performance Building Top Team Cohesion and Performance Leadership Strategies Leadership Consumer Assessment and Benchmarking Addressing a Disenfranchised and Disconnected C-sui... | https://www.russellreynolds.com/en/insights/articles/five-ways-leaders-can-navigate-an-increasingly-politicized-business-ecosystem | Five Ways Leaders Can Navigate an Increasingly Politicized ... | russellreynolds.com | unknown | false | 0.622 | 0.778 | ["leadership", "management", "philosophy", "communication", "crisis"] | 322 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.202031 | [
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Blog Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy Delve into the dynamics of corporate politics and its impact on shaping effective company strategy, leveraging influence, and navigating political landscapes in the business world. The Role of Politics in Corporate Strategy Formu... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.635 | 0.694 | ["strategy", "philosophy", "decision_making"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.418487 | [
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sinesses navigate the market and pursue their goals. Within the boardroom, stakeholders hold varied interests and wield different levels of influence. steering the ship of corporate strategy in such environments demands an understanding of the underlying political currents. This means recognizing that decisions are har... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.488 | 0.854 | ["strategy", "decision_making", "education"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.418728 | [
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feel office politics play a significant role in everyday operations. Strategy Shaped by Influence Influence, both overt and subtle, impacts strategic decisions from resource allocation to project prioritization. A classic example hails from the tech industry, where internal champions influence the adoption of new techn... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.611 | 0.852 | ["strategy", "decision_making", "economy", "education", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.418875 | [
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inges on the ability to build coalitions and drive consensus among key players. From the Ground Up: Grassroots Advocacy Grassroots movements within a corporation can sway strategy too. The rise of employee-led sustainability initiatives demonstrates how bottom-up advocacy can lead to significant strategic shifts. Data ... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.431 | 0.832 | ["strategy", "communication", "education", "philosophy", "rhetoric"] | 466 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.418999 | [
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lity programs, largely due to employee influence. This underpins the interplay between individual agency and overarching corporate objectives, weaving a complex web of political dynamics that affect every layer of a company's strategy. Power Play: Understanding Internal Influences and Alliances Deciphering the Chessboa... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.467 | 0.82 | ["strategy", "networking", "diplomacy"] | 440 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419119 | [
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g the chessboard of internal dynamics is pivotal. Managers and leaders alike must handle the dual-edged sword of power and influence . Within organizations, it is evident that networks of influence might overshadow formal hierarchies. A recent study from the Journal of Business Ethics indicates that nearly 65% of busin... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.421 | 0.86 | ["leadership", "networking", "education", "philosophy", "management"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419261 | [
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have been known to harness these networks effectively. They stand as exemplars who align internal stakeholders to their vision, despite potential political undertones. The art lies in building strategic alliances —a skill that can propel agenda-setting within any corporate entity. Unpacking the Role of Political Savvy ... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.432 | 0.854 | ["strategy", "networking", "governance", "diplomacy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419414 | [
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unwritten rules and power sources is comparable, if not more critical, than in the public domain. According to Gerald Ferris' work, 'Political Skill at Work: Impact on Work Effectiveness', individuals who exhibit political adeptness tend to advance more rapidly through the organizational lattices. Consider the narrativ... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.507 | 0.84 | [] | 480 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419526 | [
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—arguably played a substantial role in her climb. She is often cited in business circles as someone who understood the value of possessing a sovereign network , allowing her to contribute to Google's strategy in significant ways. Strategize with Data and Coalition Building It’s not just about who you know; it’s also ab... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.562 | 0.846 | ["networking", "strategy", "decision_making", "diplomacy", "philosophy"] | 444 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419645 | [
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alliances is the new political currency in town. A report by CBS News highlighted a case where data analytics played a crucial role in understanding consumer trends, which significantly influenced the strategic direction of a multinational retail corporation. Data-driven approaches, alongside strategic coalition-buildi... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.567 | 0.808 | ["strategy", "communication", "networking", "diplomacy", "rhetoric"] | 410 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419772 | [
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gate through organizational politics effectively. In contexts where resources are scarce and contestations high, strategic collusions can become sources of power and conduits for enacting vital changes. To understand the impact of politics on corporate strategy, readers are also encouraged to explore the complexities o... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.638 | 0.814 | ["strategy", "ethics", "decision_making"] | 420 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.419889 | [
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ical considerations in strategic decision-making. Mastering the Art of Political Agility in Leadership Adapting to the Winds of Change: The Leader's Guide Leadership is akin to navigating a ship through a storm; staying afloat demands agility, foresight, and an understanding of the currents beneath the surface. Politic... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.656 | 0.86 | ["leadership", "strategy", "decision_making"] | 503 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.420014 | [
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n to tack to utilize the power of the status quo. Political agility is, therefore, not about manipulative exploitation but about insightful navigation through the organizational waters. Building Bridges Across Invisible Divides Political agility involves recognizing and bridging the invisible divides within an organiza... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.47 | 0.828 | ["leadership", "networking"] | 476 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.420161 | [
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ing connections across them can empower a leader. As mentioned in discussions on internal influences, cultivating substantial relationships is a strategic asset. These connections broaden one's perspective, providing a more holistic view of the company ecosystem – essential for sound decision-making. Furthermore, these... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.589 | 0.82 | ["networking", "leadership", "strategy", "decision_making", "philosophy"] | 449 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.420883 | [
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tional dynamics that would otherwise be obscured. Solid relationships provide a foundation of trust, a critical component when discussions veer into sensitive territories, or when advocating for strategic shifts that may disrupt established norms. The Prudence of Measured Moves Effective leaders know that every politic... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.477 | 0.83 | ["leadership", "strategy", "networking"] | 439 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.421161 | [
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t the number of moves but the impact they create. Like a game of chess, one well-thought-out step can pave the way for future successes or mitigate potential setbacks. Whether it's advocating for a new project or defending an innovative idea, understanding the temperaments and motivations of key players can make all th... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.399 | 0.864 | ["leadership", "motivation"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.421306 | [
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the opportune moments for intervention or when to hold back to maintain strategic relationships. It's this measured approach that can distinguish a respected leader from a reactionary one. Political Acumen: Reading Between the Lines The essence of political agility lies in the leader's ability to read between the lines... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.629 | 0.832 | ["leadership", "strategy", "networking"] | 424 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.421980 | [
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erpret the true meaning behind words and actions. Forging an astute acumen for these subtleties can unveil the real drivers behind resistance or endorsement within the company. Concurrently, this acumen extends beyond mere perception. It embodies the leader's capacity to communicate in a way that resonates with diverse... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.443 | 0.84 | ["leadership", "communication", "ethics"] | 491 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422149 | [
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oncerns, and aspirations of various stakeholders. Embracing Political Agility with Integrity In the pursuit of political agility, leaders must remain vigilant to maintain their integrity. Walking the tightrope between strategic maneuvering and ethical boundaries requires a strong moral compass. It's crucial to avoid po... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.449 | 0.836 | ["ethics", "leadership", "strategy", "war_conflict"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422270 | [
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ging influence to advance strategy while upholding their core values and ethical standards. To expand on the subject of ethical considerations in corporate politics, exploring the dynamics of leadership and managing people can provide further insight into maintaining coherence between power plays and principled leaders... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.47 | 0.844 | ["ethics", "leadership", "strategy", "management"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422390 | [
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rate politics and ethics, leaders find themselves balancing on a razor's edge. It is a space where influence tactics can either construct or corrode the moral fiber of an organization. In this landscape, understanding the connotations behind political maneuvers is crucial for maintaining an ethically sound strategic di... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.496 | 0.83 | ["ethics", "leadership", "strategy", "rhetoric"] | 451 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422544 | [
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nd persuasion, ethical dilemmas frequently arise. Be it fostering cooperative alliances or engaging in competitive political plays, ethics serve as the guardrails that ensure these endeavors do not compromise the core values of the company. Leaders must remain steadfast in adhering to ethical standards, even when facin... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.466 | 0.838 | ["ethics", "leadership", "strategy", "negotiation", "networking"] | 478 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422672 | [
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involves setting a clear yardstick of integrity. This includes creating policies and frameworks that encourage transparency and accountability. A report by the Ethics & Compliance Initiative (ECI), 'The Global Business Ethics Survey', emphasizes that organizations with strong ethical cultures experience significantly f... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.605 | 0.83 | ["ethics", "leadership", "strategy"] | 511 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422802 | [
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ng ethical considerations into political strategies can be a driver of long-term success. Ethical leadership has been touted as a strategic advantage, capable of fostering trust and loyalty both within and outside the organization. Leaders like Indra Nooyi, former CEO of PepsiCo, have been celebrated for championing in... | https://www.c-suite-strategy.com/blog/navigating-the-currents-of-corporate-politics-leveraging-influence-to-shape-strategy | Navigating the Currents of Corporate Politics: Leveraging Influence to Shape Strategy | c-suite-strategy.com | unknown | false | 0.454 | 0.842 | ["leadership", "ethics", "strategy", "philosophy"] | 512 | Navigating Organizational Politics Leadership | topic | 2026-04-13T15:27:07.422919 | [
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