Exploring the boundaries of political behaviour of senior leaders

Abstract

This study investigates the under-explored yet crucial terrain of the boundaries of political behaviour: specifically, among senior leaders in complex organisations where influence and collaboration are essential yet fraught with complication. Mismanaged, such dynamics can generate poor decision-making, thereby jeopardising an organisation's short-term success and long-term sustainability. To date, such research has emanated mostly from the Global North and Asia. However, this inquiry redresses the imbalance by focusing on South Africa and its unique context of cultural, racial, and gender dynamics. Informed by upper echelons theory, it adopts an inductive, qualitative approach with a hermeneutic phenomenological design, to explore the relational dynamics (strategic interface) between highly diverse senior leaders in complex, regulated South African banking organisations: a sector characterised by both institutional sophistication and persistent socio-economic inequalities. Data was collected via in-depth, semi-structured interviews with top executives, in which lived experiences were explored and rich insights garnered. Theoretically, the study departs from prior research, which focused largely on middle management or generic organisational settings, and centres instead on upper echelons, where decisions bear particular strategic weight. The research generated several new conceptual insights which reframe political behaviour as a fluid, ethically contingent practice. Firstly, contextual duality: political behaviour is seen as neither inherently positive nor negative, but exists on a dynamic continuum shaped by intent, leadership values, and organisational context. Secondly, boundaries are context-dependent: acceptable political conduct is demonstrably fluid, shaped by internal structures (leadership culture, performance systems) and external socio-political forces (race, gender, national governance). Thirdly, the notion of holistic integration positions political behaviour as an evolving product of social, economic, and political interplay, rather than a fixed trait or isolated action. Fourthly, the study offers scholars and practitioners a set of practical guidelines, complemented by the leadership continuum model: a novel theoretical lens through which to analyse political conduct within complex, high-stakes leadership environments. Finally, the study concludes with recommendations for future research, including the development of measurement tools and further empirical testing across diverse sectors and geographies.