What role does micropolitics play in organisations and how can micropolitical competence be developed? Dr Anna Mucha provides answers – listen in (German language).
In our last podcast episode, we talked about leadership roles, formative leadership and power in everyday leadership. In the current episode, I talk to Dr Anna Mucha, lecturer and module leader at the University of Hamburg, about another perspective on leadership: micropolitics. Anna Mucha has been researching, advising and teaching on the topics of personnel and organisation for 15 years.
Thanks to a BMBF-funded research project (German language) entitled “Micropolitics and women’s promotion skills” at the chair of Prof. Dr Daniela Rastetter and a doctoral position at the University of Hamburg, she was able to make perfect use of the curiosity she developed about micropolitics during her studies. Since then, she has constantly broadened this perspective and sharpened her perception – of herself and, above all, of the actions of others. In our conversation, she shares her experiences in dealing strategically with micropolitics and two things come across very clearly to me:
My conversation partner seems fascinated by the topic of micropolitics and you really do encounter micropolitics everywhere!
What is micropolitics?
In a nutshell, Anna Mucha describes it as follows: micropolitics is the development and use of power and is a collective term for a wide variety of micro-techniques used by members of organisations to assert their interests. For example, by forming coalitions and networks, through self-promotion or the targeted use of rational arguments.
Micropolitics cannot be seen, it is not a category of observation but of interpretation and depends on the respective goal. It never takes place in a vacuum, but always in the context of organisational structures and culture. Acting micro-politically means consciously or unconsciously dealing with questions such as “What am I allowed to do here? What counts here? What am I embarrassing myself with? What self-image do the others have? Who do I want to influence?” etc.
In many cases, people in organisations have a critical view of the topic and tend to dismiss it, in the sense of “I don’t do that.” – usually on the assumption that micropolitics is something destructive. However, Anna Mucha recommends taking judgements out of the equation and adopting a conceptual perspective instead. This opens up the view of actors in organisations: How they interact, represent their interests, try to exert influence, want to expand their resources and struggle for their identity. Basically, behaviours that we all use. Anna Mucha literally says: “Everyone does it too, but not only.”
The importance of micropolitics in leadership and change processes
She recommends that managers reflect at regular intervals on which sources of power they prefer to use. Is their influence predominantly based on status power or which micropolitical elements are part of their leadership style? This will vary greatly depending on the field culture. For example, the clear use of formal power is not desired in the social sphere. Nevertheless, managers exert influence and achieve their goals. Micropolitical techniques are therefore used to achieve this.
The managers need to assess the micro-political climate in the team and sharpen their perception of it. How do team members struggle for room for manoeuvre, identities and resources? How present am I as a manager? Do I open up spaces for participation? Too little leadership leads to a lot of micro-politics, which can then turn negative. If managers do not make decisions, other team members take advantage of the resulting leadership vacuum and exert influence. Possible consequence: there is a lot of bickering in the team.
how they organise change processes. This is where interests come to the fore, power resources are released and refilled, structures change, dissolve and are reorganised. The players position themselves accordingly. (Unpleasant) surprises can occur if managers do not pay enough attention to the micro-political negotiation processes during change.
Developing micro-political competence – but how?
A look at the chart shows that it is possible to develop micro-political competence and the research project mentioned at the beginning confirms this.
Developing micro-political competence, graphic: Dr Anna Mucha
In this context, building professional and methodological expertise means practising strategies and tactics from a micro-political perspective.
Social competence takes particular account of the culture of the organisation and in this field means: How can I appear and act in such a way that I fit into the culture and am not excluded?
Working on self-competence is central: How can I integrate it into my self-concept to act micropolitically. What inner attitude do I adopt? Am I able and willing to formulate my own interests? Am I prepared to stand up for my goals and pursue them consistently? Can I find something positive in power and do I like exerting influence?
Conclusion: Although the micro-political perspective is only one perspective on an organisation, it is a clear added value to take a closer look at it. Because powerlessness and impotence are the opposite of power and do not seem desirable, Anna Mucha recommends taking a neutral approach to the topic of micropolitics and trying things out with curiosity. In order to achieve positive cultural change and become effective, the use of power is important: “Many things don’t work without power. Why not be powerful myself and exert influence on issues that are important to me?”
Thanks to Dr Anna Mucha for this inspiring interview. And if you would like to develop your leadership skills, please get in touch with us.
Best regards
You can also find our podcast on Spotify and Apple Podcasts
picture: flow consulting
