The key to successful leadership lies in managing office politics, according to research unveiled by the Chartered Institute of Personnel and Development (CIPD).

The research suggests office politics is one of the main challenges faced by managers, with almost half of top-level leaders claiming they are unable to address it and around a quarter naming it as the toughest challenge they had to overcome.

“Leaders should encourage frequent, consistent and clear communications to eliminate any ambiguity, uncertainty and politics,” said Vanessa Robinson, organisation and resourcing adviser at the CIPD. “Otherwise senior teams risk being riven by disagreement and shifting alliances, and operating in a way which rewards political manipulation.

“A leader does not operate in isolation,” she added. “Support from colleagues and the organisation are essential if a leader is to be successful. Our research shows that coaches and external advisors play the most significant role in leadership transitions with 43 % of senior level leaders citing their contribution.”

The survey also found that 59% of leaders see career transitions as either very or extremely challenging, with one in three respondents saying their company offered little or very poor support to them in making the step up to the next level. Almost eight in 10 leaders (79%) believe formal training plays a key role in the success of promotions.

Twice the number of 45-54 year olds compared to the under 35s agreed that substantial support was needed for the mental shift associated with each leadership transition.

And in a damaging assessment of in-house support, 43% of senior level leaders said that external advisors, mentors or coaches played the most significant role in successful career transitions.

“The research demonstrates that leaders need much more than congratulations and a pat on the shoulder if they are to succeed and thrive,” claimed Simon Mitchell, director at Development Dimensions International, which helped with the research.

“Organisations need leaders that make a difference,” he added. “People are promoted in order to succeed, not to fail but it seems that many leaders that succeed do so despite a lack of effective support from their companies.

“Simple things like helping newly promoted leaders anticipate what they need to do differently would make a huge difference to the effectiveness of those in transition.”