Designing the behavioral pattern of political intelligence of organizational employees in the development of competitiveness

Document Type : Research Paper


Department of Management, Payam Noor University, Tehran, Iran


Employees' political awareness highlights their ability to adapt socially within the organizational structure and understand the governing principles behind how behavior impacts work. The ability of employees to understand the politics within an organization and how it affects their work is an important factor in organizational success in a competitive environment. This research aims to develop a model for political intelligence among employees of state-owned companies in Iran, in order to improve organizational competitiveness. The study uses a mixed-method approach, including thematic analysis in the qualitative method and statistical tests such as Pearson, Friedman, and T-Stevenett in the quantitative method. The results show that network capability and effective management are significant factors in developing employees' political intelligence and improving competitiveness. Thus, the political intelligence of employees can help in understanding the dynamics of competitive power. Increasing political intelligence leads to enhanced success, reduced anxiety, and improved foreign relations, while individuals with high political intelligence have the ability to improve group performance. The results of the analysis indicate that social awareness has the highest impact on political intelligence, accounting for 32% of the variability. On the other hand, the influence of power dynamics is relatively low, explaining only 11.6% of the variability in political intelligence across the organizations studied.


[1] C. Achua and R.N. Lussier, Effective Leadership, Cengage Learning, 2010.
[2] O.E. Amah, The role of political prudence and political skill in the political will and political behavior relationship, J. Bus. Ethics 176 (2022), no. 2, 341–355.
[3] F. Ashraf and M. Zahid Iqbal, A research agenda on the leaders political intelligence for effective change management, Afr. J. Bus. Manag. 14 (2011), 5798–5806.
[4] N.A. Atshan, H. Al-Abrrow, H.O. Abdullah, K.W. Khaw, A. Alnoor, and S. Abbas, The effect of perceived organizational politics on responses to job dissatisfaction: the moderating roles of self-efficacy and political skill, Glob. Bus. Organ. Excell. 41 (2022), no. 2, 43–54.
[5] P. Balan, J. Dodyk and I. Puente, The political behavior of family firms: Evidence from Brazil, World Dev. 151 (2022), 105747.
[6] A. Barron, P. Hulten and V. Vanyushyn, The role of political intelligence in firms’ export decisions during the
Euro crisis, J. Small Bus. Manag. 54 (2016), no. 4, 1126–1146.
[7] S. Cook, S. Macaulay, and H. Coldicott, Change Management Excellence, Kogan Page Limited, London, 2004.
[8] M. Dooster and Y. Mombini, Components and functions of political intelligence, J. Political Sci. Res. 12 (2014), no. 1, 65–86.
[9] M. Dooster, Y. Mombini, and M. Goodarzi, Investigating the effect of transformational leadership on organizational
changes with an emphasis on the mediating role of political intelligence, Public Organ. Manag. 4 (2016), no. 3, 85–104.
[10] S. Elbanna, The constructive aspect of political behavior in strategic decision-making: The role of diversity, Eur. Manag. J. 36 (2018), no. 5, 616–626.
[11] S. Farahbakhsh, I. Nikpay and A. Shojaei, The relationship between the political behavior of managers and organizational commitment staff with adjusting organizational justice in Lorestan university, Quart. J. New Thoughts
Eduac. 12 (2016), no. 3.
[12] J.T. Feezell, J.K. Wagner and M. Conroy, Exploring the effects of algorithm-driven news sources on political behavior and polarization, Comput. Human Behav. 116 (2021), 106626.
[13] G.R. Ferris, P.L. Perrewe, W.P. Anthony, and D.C. Gilmore, Political skill at work, Organ. Dyn. 28 2000, no. 4, 25–37.
[14] G.R. Ferris, D.C. Treadway, R.W. Kolodinsky, W.A. Hochwarter, C.J. Kacmar, C. Douglas, and D.D. Frink, Development and validation of the political skill inventory, J. Manag. 31 (2005), no. 1, 126–152.
[15] R.J. Heuer, Applications of Bayesian Inference in Political Intelligence, Expert-Generated Data, 2020.
[16] M. Hosseini, H. Elias, S.E. Krauss, and S. Aishah, A review study on spiritual intelligence, adolescence and spiritual intelligence, factors that may contribute to individual differences in spiritual intelligence and the related theories, J. Soc. Sci. 6 (2010), no. 3, 429–438.
[17] H. Khan, J. Abbas, K. Kumari, and H. Najam, Corporate level politics from managers and employees perspective and its impact on employees’ job stress and job performance, J. Econ. Administr. Sci. ahead-of-print (2022).
[18] Y. Mombini, M. Dustar and M. Goodarzi, Political intelligence and organizational change: Examining the moderating role of organizational culture, Manag. Res. Iran 21 (2017), no. 2, 113–135.
[19] Y. Mombini, S. Khodadadi, R. Ghasemi Nasab and M. Haddadi, Political intelligence, today’s managers’ necessity for management, Nat. Conf. Account. Manag., Kharazmi Safashahr International Educational and Research Institute, Shiraz, Iran, 2013, pp. 1–9.
[20] Y. Mombini and F. Mombini, A theoretical model of transformational leadership based on political intelligence, Organ. Dev. Police 46 (2013), 37–60.
[21] Z. Notanubun, The effect of organizational citizenship behavior and leadership effectiveness on public sectors organizational performance: Study in the department of education, youth and sports in Maluku province, Indonesia,
Public Organ. Rev. 21 (2021), no. 1, 1–18.
[22] J. Owen, How to Manage: The Art of Making Things Happen, Pearson Education Limited, 2006.
[23] M. Salehi and F. Chari Sarsati, Investigating the relationship between multiple intelligence and transformational leadership styles of primary school managers of Mazandaran Province, 2nd Nat. Conf. Improv. Issues Manag. Account. Ind. Engine. Issues in Organizations, Gachsaran, Azad University Islamic Unit of Gachsaran, 2013. [Persian]
[24] E. Yazdanpanah, D. Marefat, and F. Farahmand, The relationship between political intelligence and verbal intelligence with transformational leadership style among managers and employees of the ministry of sports and youth, Organ. Behav. Manag. Stud. Sports 5 (2018), no. 20, 101–108.
[25] F. Zhou and Y.J. Wu, How humble leadership fosters employee innovation behavior: A two-way perspective on the leader-employee interaction, Leadership Organ. Dev. J. 39 (2018), no. 3.
Volume 15, Issue 3
March 2024
Pages 155-172
  • Receive Date: 29 January 2023
  • Revise Date: 08 June 2023
  • Accept Date: 20 June 2023