In today’s fast-moving business world, change is constant, but about 60% of organizational changes fail. While leadership is key to guiding these changes, success requires more than just traditional leadership—it also demands political savvy.
A study by Radboud University and the University at Buffalo shows that skills like sincerity and networking are crucial for successful transitions.
Managing change
To understand how leaders can effectively manage big changes, the researchers focused on four political skills often seen in the workplace: interpersonal influence, networking ability, apparent sincerity, and social astuteness.
“These skills can be learned,” the researchers explain. “We want to give leaders insight into which skills matter most so they can focus on them before starting major changes.”
The study surveyed employees at a large Dutch company undergoing a structural change that required them to work more independently in self-directed teams. By surveying employees and leaders before and after the change, the researchers identified the most important factors for success.
Interpersonal influence
One of the key findings was that interpersonal influence—the ability to persuade and guide employees—plays a crucial role. Leaders who use this skill effectively can reduce uncertainty and help employees understand and accept the changes by clearly explaining the benefits and addressing their concerns.
Networking ability also proved important, allowing leaders to stay in touch with what employees are thinking and ensuring they understand what’s expected of them. Effective networking can also help leaders secure the resources needed to support employees through the change. Appearing sincere and genuine was another critical factor in reducing employee distrust. When employees believe their leaders are sincere about the change, they are less likely to suspect hidden motives.
Interestingly, the researchers found that one skill could backfire. Social astuteness—the ability to empathize with and respond to employees’ feelings—can sometimes lead to more harm than good. If a leader shows too much empathy for employees’ concerns, it can actually heighten those worries.
Organizational changes often bring periods of stress for both employees and leaders. Applying these specific skills can help leaders guide their teams through the process. While sincerity is important, it requires frequent interaction, which isn’t always possible. In situations where time is limited, skills like interpersonal influence and networking—which don’t require constant contact—can still help leaders build a committed and focused team.
“By knowing which skills to use and when, leaders can create a more committed and aligned workforce, which is crucial for successful organizational change,” the researchers conclude.
