Organizational culture – the shared values, beliefs, and norms – heavily influences how power and politics play out in a workplace.

Culture is the invisible hand guiding what types of influence are acceptable. In a strictly hierarchical culture, employees may defer to formal authority and expect decisions to come from the top.

Power might be more distributed in a more egalitarian or innovative culture, with even junior staff feeling free to speak up or challenge ideas.

• For example, in a startup known for its open-door policy and casual culture, an intern might comfortably approach the CEO with a new idea (indicating low power distance and high informality).

• In contrast, a traditional corporate bank with a formal culture might expect ideas to travel up through defined channels and ranks. Neither extreme is inherently good nor bad, but each sets different expectations for political behaviour.

Culture also dictates the unwritten rules of politics:

• Is open debate encouraged or is it safer to agree in meetings and voice concerns later in private?

• Do people advance based on merit and collaboration or by playing internal games and guarding information?

Good managers pay close attention to these cultural cues. They know that to change how power is used – say, to reduce fear-based coercion or siloed decision-making – often requires cultural shifts.

Ultimately, aligning the culture with desired power dynamics (like fostering trust and transparency) creates a healthier, more effective organization.