Differences in Perception of Managers on Power and Politics in Business Organizations in Nigeria (An empirical exploration)

This study empirically explores the differences in perception of managers on organizational power and politics across various management levels in selected business organizations in Nigeria. Organizational politics, while often inevitable, can influence decision-making, employee morale, and overall organizational effectiveness. The study investigates how managerial hierarchy shapes the interpretation of political behavior, with particular attention to the perceived prevalence of power dynamics, favoritism, and informal influence. A correlational survey design was adopted, and data were collected from 120 respondents across 10 purposively selected oil and gas firms in Rivers State, Nigeria. The respondents—comprising supervisors, middle-level managers, and executives—were surveyed using a structured questionnaire. Descriptive statistics, mean scores, and one-way ANOVA were used for data analysis. Findings revealed significant perceptual differences among managerial levels: supervisors perceived political behavior more intensely (mean = 3.85) than middle managers (mean = 3.45) and executives (mean = 2.98). ANOVA results confirmed that these differences were statistically significant (F = 5.12, p < 0.05). The results suggest that lower-level managers are more sensitive to political behavior, possibly due to their limited power and proximity to operational decisions, while executives, who are often the architects of such dynamics, view politics as routine or strategic. The study concludes that unaddressed perceptual gaps on politics across hierarchical levels can breed distrust and hinder collaboration. It recommends the integration of political skill development, transparent communication, and merit-based systems to harmonize perceptions and improve organizational effectiveness.