Politicking for success: the missing skill

Alon Peled*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

46 Scopus citations


Argues that leaders with extensive backgrounds in organizational politics are more likely than technology-focused leaders to complete their information technology projects successfully. Describes how successful technological leaders in the public sector manage their projects, mainly upwards and outwards, and tailor their technical visions to the day-to-day reality of their organizations. Compares the evolution and fate of two information technology projects, one managed by a technology-oriented scientist (success) and the other by a politics-driven bureaucrat (failure). Proposes that senior decision makers can hone the political skills of their technological leaders by training them on the “soft” skills of management and helping them balance the skill sets of their teams. Suggests how to change current incentive systems in order to encourage technological leaders to politick their projects to success.

Original languageAmerican English
Pages (from-to)20-29
Number of pages10
JournalLeadership and Organization Development Journal
Issue number1
StatePublished - 1 Feb 2000


  • Information technology
  • Leadership
  • Organizational politics
  • Public sector


Dive into the research topics of 'Politicking for success: the missing skill'. Together they form a unique fingerprint.

Cite this