Table of Contents

Handbook of Organizational Politics

Handbook of Organizational Politics

SECOND EDITION Looking Back and to the Future

Research Handbooks in Business and Management series

Edited by Eran Vigoda-Gadot and Amos Drory

The Handbook of Organizational Politics offers a broad perspective on the intriguing phenomena of power, influence and politics in the modern workplace; their meaning for individuals, groups and other organizational stakeholders; and their effect on organizational outcomes and performances. Comprising entirely of new chapters and insights, this second edition revisits the theory on organizational politics (OP) and examines its progress and changes in emphasis in recent years. This timely and informative book provides a comprehensive set of state-of–the-art studies on workplace politics based on experiences from around the world. The contributors highlight topics such as political skills, political will, politics and leadership, compensations, politics and performance, and politics and learning climate.

Chapter 13: Emotion and emotional intelligence in organizational politics

Amos Drory and Galit Meisler

Subjects: business and management, organisational behaviour, organisation studies


Organizational politics evokes emotional reactions among organizational members, but little research attention has been paid to the interplay of emotion and organizational politics. The current chapter attempts to addresses this void by providing an updated review of the literature on emotion as it pertains to perceptions of organizational politics (POP), political behaviour and political skill. Based on this review, we propose an integrative model describing the relationships between organizational politics, emotional reactions, emotional intelligence and work outcomes, along with specific propositions. According to the model, POP and aggressive political behaviours such as intimidation, pressure, assertiveness, coalitions and upward appeals elicit negative emotional reactions, which, in turn, affect work outcomes. The model further proposes that emotional intelligence serves as a buffer against the negative emotional reactions evoked by organizational politics. We also discuss directions for future research and point out potential methodological concerns in the exploration of emotion in organizational politics.

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