Organizational politics is recognized in modern management and organizational literature as an inevitable dimension of organizational life, situated at the intersection of power, interest, and influence dynamics. This phenomenon materializes as individuals develop various strategies and tactics to achieve their personal goals or to play an active role in organizational processes. Political behaviours, on one hand, enable individuals to strengthen their positions within the organization, gain access to resources, and influence decision-making mechanisms, while on the other hand, they directly affect perceptions of organizational justice, trust, and the ethical climate. Moreover, the literature emphasizes that organizational politics does not solely produce destructive outcomes; when managed within the framework of ethical norms, transparent practices, and merit-based systems, it can play a constructive role. In this context, organizational politics can support the development of a learning culture, enhance strategic alignment, and foster more participatory decision-making processes. Ethical leadership, in particular, mitigates the negative effects of politics by establishing trust and fairness within organizations, transforming political behaviour into a tool that serves organizational benefit. Furthermore, merit-based performance systems, transparent communication channels, and strong organizational values emerge as complementary mechanisms that reinforce the constructive aspects of organizational politics. When evaluated from the perspective of internal marketing, which concerns the relationships among managers and employees, political behaviours within organizations possess the potential to mediate interactive communication. In conclusion, rather than suppressing or ignoring organizational politics, transforming and managing it within ethical boundaries is considered a fundamental condition for creating sustainable competitive advantage at both individual and organizational levels.