The role of political tactics on the organizational context–career success relationship

Abstract

Drawing from the norm of reciprocity, signal theory, and psychological contracts, we argue that the use of different types of political tactics, based on their social desirability, can be reciprocal behavioral reactions to contextual cues (i.e. perceptions of organizational support and politics) that can predict career success. Using a sample of 117 middle managers, our findings suggest that the use of sanctioned political tactics partially mediates the relationship between perceptions of organizational support and career success, while non-sanctioned political tactics suppress the relationship between perceptions of organizational politics and career success.