The Relationship between Political Behavior and Team Effectiveness in Management Teams: The Mediating Role of Team Cohesion

Research on political behavior in organizations has grown considerably the last decades. However, there is a missing link in the literature regarding political behavior in management teams and how it affects team effectiveness. The purpose of this study has been to examine the effect of political behavior in management teams on task performance and team member satisfaction through its effect on team cohesion. 155 management teams from Norway and Denmark in the private and public sector were studied. Results from regression analysis showed that political behavior was negatively associated with task performance (β = -.61, p < .01), and team member satisfaction (β = -.60, p < .01). In line with earlier findings, team cohesion was found to be positively associated with task performance (β = .78, p < .01) and team member satisfaction (β = .80, p < .01). Results from mediation-analysis in PROCESS indicate that political behavior and its negative relationship with team effectiveness must be considered in light of diminished team cohesion. Significant mediation effects indicate that political behavior is indirectly negative to task performance (b = -.35, CI95% = -.46 to -.25), and team member satisfaction (b = -.45, CI95% = -.60 to -.30). The substantial mediation effects suggest that political behavior harms team effectiveness by reducing team cohesion. Theoretical and practical implications are provided for management teams about how they can become more effective by reducing political behavior and maintaining team cohesion