The pervasive reality of organizational politics (OP) continues to attract considerable research attention (Buchanan, 2008; Chang, Rosen & Levy, 2009; Hochwarter et al., 2010). Researchers and practitioners are increasingly recognizing that an understanding of the practicalities of organizational politics is critical to effective leadership and effective managerial, team, and organizational functioning (Kurchner-Hawkins & Miller, 2006; Pfeffer, 1992; Zanzi & O'Neill, 2001). It has been argued, for example, that "a critical level of politics is needed in the workplace to activate attention and resources toward the achievement of personal and organizational goals" (Hochwarter et aL, 2010, p.757). This is particularly true in today's complex organizational environments and flatter organizational structures where leaders and managers may not possess or desire traditional forms of authority and control (Douglas & Ammeter, 2004).