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The purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)? If so, does emotional intelligence play a role in this context? To answer these questions, the author relies on the affective events theory to present and empirically investigate a moderated mediation model in which: hostility mediates the relationships between POP and both job tension and turnover intentions; and emotional intelligence moderates these relationships.

The moderated mediation model was tested among a sample of 408 employees. The data was collected in three waves.

The results revealed that hostility mediated the relationships between POP and the two undesirable attitudes explored. In addition, one of the emotional abilities included in emotional intelligence, namely, self-emotion appraisal, moderated these relationships.

Interventions designed to increase the emotional intelligence level of employees might reduce the hostility they experience in response to POP, and consequently, its harmful implications.

Among the four emotional abilities included in emotional intelligence, only self-emotional appraisal moderates the relationship between POP and hostility. Such findings imply that in some cases, a thorough understanding about one’s emotions is more effective in regulating the hostility experienced in response to organizational politics than other emotional abilities that seem more relevant in this context.

This study advances our knowledge about counternormative emotion management processes utilized in organizations. We investigate a research model in which managerial intimidation, and more specifically subordinates' perceptions about it, evokes fear, which reduces their job satisfaction and increases their turnover intentions.

The model was tested using two samples, one from the public sector and the other from the private sector. The data were collected in three waves using questionnaires.

Our findings validated the research model in the public sector alone, revealing sectorial differences regarding the destructive emotional and attitudinal implications of perceived managerial intimidation.

The current study sheds light on counternormative emotion management processes utilized in organizations, a topic we know little about. Furthermore, it advances our knowledge regarding the responses of the targets of impression management attempts, revealing sectorial differences about them. Finally, this study broadens our understanding about intimidation, an under-investigated impression management strategy.

This study investigated whether managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior and the role of emotional intelligence (EI) in this context. The authors explored a moderated mediation model in which perceived managerial supplication elicited hostility that increased turnover intentions and the emotional abilities included in EI acted as antidotes to these outcomes.

The authors tested the moderated mediation model using two large samples, one from the public sector and the other from the private sector, providing a cross-sectorial comparison. The authors collected the data for this study in three waves.

The authors’ findings revealed that the model fit the public sector alone. Moreover, others' emotion appraisal was the only aspect of EI that moderated the hostility and turnover intentions of public servants.

Interventions aimed at increasing the EI level of public servants can be a powerful tool for reducing their hostility and turnover intentions. However, these interventions must focus on all four aspects of EI , particularly others' emotion appraisal.

Managers' nonaggressive political behavior can result in negative emotional and attitudinal outcomes such as aggressive behavior. However, EI reduces these negative outcomes among public servants.

Does perceived managerial intimidation result in harmful emotional and behavioral implications that impair employees' performance? If so, are there buffers against these implications? To answer these questions, the current study relies on the social exchange theory and presents a moderated mediation model in which (1) perceived managerial intimidation evokes hostility that results in both organizational counterproductive work behavior (O-CWB) and interpersonal counterproductive work behavior (I-CWB) and (2) negative affectivity, political skill, tenure with the manager and sectorial affiliation moderate these relationships.

The moderated mediation model was tested using a sample of 367 subordinates. The data were collected in three waves.

Perceived managerial intimidation was positively related to hostility and both forms of CWB. Moreover, hostility mediated the relationships between perceived managerial intimidation and these two outcomes and sectorial affiliation moderated these mediations.

Public organizations should implement training programs to develop the awareness of the organizations' managers about the harmful implications of perceived managerial intimidation and teach the managers acceptable methods for improving employees' performance.

This study investigates whether perceived managerial intimidation results in CWB. The study's findings demonstrate positive relationships between these variables, shedding light on the emotional mediating mechanism that links the variables. Moreover, the study validates sectorial affiliation as a buffer against the negative emotional and behavioral implications of perceived managerial intimidation, providing ideas for practical implications.

The purpose of this paper is to examine hostility as a mediator of the relationship between perceptions of organizational politics (POP) and counterproductive work behavior (CWB).

The authors’ examined the mediation model using a sample of 171 full-time employees studying in an evening MBA program. The authors’ collected the data for this study in three waves.

The findings supported all of the hypotheses. POP was positively related to both hostility and CWB. Moreover, hostility mediated the relationships between POP and both organizational and interpersonal CWB.

Given that individuals high in emotional intelligence (EI) are better at regulating their negative emotions, EI training may be a powerful tool for reducing the hostility elicited among organizational members in response to POP, and consequently, their engagement in CWB.

The current study uncovered the emotional mechanism that underlies the POP-CWB relationship. The findings have intriguing implications in terms of potential moderators that can be developed through interventions in an attempt to reduce the hostility and CWB that result from POP.

This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.

This study aims to examine the relationship between perceived organizational politics and emotional intelligence, and their interplay in the context of work attitudes/behaviors.

A sample of 368 employees was used to test a mediation effect of perceived organizational politics on the relationship between emotional intelligence on the one hand, and job satisfaction, turnover intentions and negligent behavior on the other.

Perceived organizational politics was found to mediate the relationship between emotional intelligence and all three outcomes.

Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to reduce perceived organizational politics and enhance work attitudes and performance.

This research broadens the scope through which the intersection between emotion and organizational politics can be viewed, taking it beyond the role of both felt emotion and affective disposition. The findings show that emotional intelligence directly affects perceptions of politics, and indirectly affects employees' work attitudes and behaviors, through a mediation effect of perceived politics.

The current study aims to examine the relationship between emotional intelligence and perceived organizational justice, and how the interplay between them influences turnover intentions.

A sample of 368 employees from a financial organization was used to test the research model and hypotheses. Archival information regarding participants’ actual turnover was also acquired.

Emotional intelligence was positively related to perceived organizational justice and negatively related to turnover intentions. Furthermore, perceived organizational justice fully mediated the relationship between emotional intelligence and turnover intentions. The archival data concerning employees’ actual turnover was significantly related to the self‐report turnover intentions.

Emotional intelligence training may be a powerful tool that organizations and human resource managers can employ to enhance perceived organizational justice and reduce employees’ turnover.

This research broadens the scope through which the contribution of emotional intelligence in the workplace can be viewed. Findings from the current study advance our understanding of the process by which emotional intelligence affects employees’ perceptions and attitudes.

The purpose of this paper is to explore the associations between emotional intelligence (EI) and both political skill and job satisfaction, as well as the possibility that political skill mediates the relationship between EI and job satisfaction.

The data, collected from a sample of 368 employees, were analyzed using structural equation modeling.

EI was positively related to political skill and job satisfaction. In addition, the findings show that political skill mediates the relationship between EI and job satisfaction.

The research highlights the importance of EI and political skill in the workplace.

EI training may be employed by organizations and human resource managers to enhance employees’ EI.

Not enough research attention has been paid to exploring the interplay between EI and organizational politics. The current study clarifies the relationship between EI and political skill in the work arena. Moreover, this study found political skill to be a mediator in the relationship between EI and job satisfaction. Given that in the main the literature has neglected the possibility that political skill might act as a mediator and/or affect work attitudes/behaviors, findings from the current study broaden the scope through which the role of political skill in the workplace can be viewed.