This research is a three-country comparative study investigating politics and political skills in the work of public sector managers. Combining quantitative survey data from over 1000 middle and senior public managers, as well as qualitative data from 42 in-depth interviews, the study sheds light on how managers understand politics in their work; how they rate their own and their colleagues’ political skills; how they use their political skills; and how these skills were developed. The report also sets forth recommendations to improve the development of managers’ political astuteness at the level of the individual, the organisation, and the professional body/training provider.
An output from the ANZSOG-funded project Leading with political astuteness.
Hartley, J., Alford, J., Hughes, O., & Yates, S. (2013). Leading with political astuteness: A study of public managers in Australia, New Zealand and the United Kingdom. Melbourne: ANZSOG and CMI.