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This study addresses a central research question: Does employees' personal initiative, with a benevolent political will, lead to career growth prospects in a work environment replete with perceived organizational politics? Drawing upon self-determination, signalling, and social cognitive theories, the authors examine how perceptions of organizational politics operate to limit the influence of benevolent political will – induced personal initiative on career growth prospects.

This research adopts a quantitative research design. This multi-wave, multi-sample and multi-source investigation includes 730 subordinate-supervisor dyads from India's information technology, education and manufacturing companies. The sample comprises 236 full-time faculty members from higher educational institutions and 496 mid-level managers from technical and service departments of information technology and manufacturing companies.

The results indicate that benevolent political will is significantly related to career growth prospects. In addition, perceptions of organizational politics shows a crossover interaction effect. The findings reveal that the indirect relationship between benevolent political will and career growth prospects changed significantly from those with a low perception of organizational politics to significantly negative among those perceiving organizational politics as high.

This study provides several implications for practice regarding personal initiative, benevolent political will and perceptions of organizational politics.

The significant contributions of this study are to provide new insights into the relationship between benevolent political will and career growth prospects and to unravel the paradoxical nature of the personal initiative phenomenon.

Conflict, between individuals and groups, in organizations is a common phenomenon and can have varied implication for the employee and the organization. This paper aims to determine whether experiencing interpersonal conflict drives employees to engage in prosocial behavior (prohibitive voice) and antisocial behavior (interpersonal deviance). Using Stressor–Emotion Model, Uncertainty Management Theory and Impression Management Motives, this study examines the relationship and explores competence uncertainty as a mediator and perception of politics as a moderator.

This study uses a cross-sectional design where data collected is from 386 employees working in nine different public sector enterprises in India. Structural equation modeling using SPSS AMOS was used to analyze the hypothesized relationships.

The results show that interpersonal conflict leads to both prohibitive voice behavior and interpersonal deviance. However, the mediating role of competence uncertainty is valid only for the effect of conflict on interpersonal deviance. Also, the perception of politics strengthens the positive relationship between interpersonal conflict and competence uncertainty.

To the best of the authors’ knowledge, this is one of the first empirical studies to have validated prosocial and antisocial work behavior as outcomes of interpersonal conflict. Again, this is one of the first few studies to examine the mechanism through which interpersonal conflict impacts interpersonal deviance.

Perception of organizational politics is one of the key factors of the organization's performance. Based on the principles of Game Theory, this study aims to examine the impact of management's and employee's politics within an organization on the psychological and organizational stress levels of workers, followed by their task and contextual performance.

Following the non-probability convenience sampling technique, the data was collected from the managerial and non-managerial staff of public, private and semi-government services organizations in Rawalpindi, Islamabad, Lahore, Faisalabad, Gujranwala, Abbottabad and Karachi cities in Pakistan.

The structural analyses indicate that organizational politics is a major cause of stress among workers and has a significant positive impact on the psychological and organizational stress of workers. Moreover, both organizational politics and job stress hinder workers' performance.

The findings of the current research provide valuable insights into the management of firms about the destructive role of politics with a special focus on psychological and organizational stress, followed by job and contextual performance, particularly in the context of Pakistan. It also proposes strategies to counter this issue, improving worker's performance. Furthermore, the findings also suggest whether management or employees are more involved in organizational politics.

The study aims to attain insights into the role of destructive leadership and perceived organizational politics as catalysts for employee disengagement through the perspective of social identity theory. The research further considers employees’ defensive cognitions for a comprehensive understanding of these interrelated phenomena in the workplace.

In order to ascertain the pertinence and contextual relevance of the proposed framework, literary review was complemented by a survey-based study encompassing 114 full-time employees purposively selected from the six systemically important banks of Pakistan.

The findings accentuate the significance of destructive leadership in inducing withdrawal behaviours among employees directly and indirectly through continuance commitment. The results also underline perceptions of politics as a significant work environment impediment amplifying employees’ propensity to undergo psychological withdrawal.

The study contributes to strategic human resource management literature by offering an identity-based explanation for employees’ disengagement, considering Pakistan’s power-distant and collectivist orientation. The research further introduces an empirical novelty by postulating a total effect moderation model.

The purpose of this paper is to examine mediating role of individual performance between the association of organizational politics and organizational performance in Jordanian public sector.

The partial least squares–structural equation modeling was conducted to test the suggested hypotheses.

The findings revealed that organizational performance is significantly and negatively influenced by organizational politics and positively influenced by individual performance. In addition, the results also revealed that individual performance is significantly and negatively influenced by organizational politics. Finally, the results show that individual performance has mediated the association between organizational politics and organizational performance, and hence last hypothesis was accepted.

The current study provides several recommendations to the decision-makers in the Jordanian public sector, including enhancing transparency and publishing policies and regulations in a general and easily accessible manner.

The main aim of this paper is to explore the influence mechanisms of perceived organizational politics (POP) on employee performance (EP). Drawing on the job demands-resources theory (JD-R), this paper investigates opportunistic silence (OS) as a mediating factor and job level as a moderating effect in the POP-OS-performance relationship.

This study’s data were collected from 203 employees working in Indian high-power distance organizations (HPDOs), such as the military, police and security forces. Mediation and moderation analysis were conducted using PLS-SEM, and the moderated mediation index was calculated using Hayes PROCESS Macro.

The results indicate that OS fully mediates the POP-performance relationship – specifically, POP as a job demand activates OS, which acts as an energy/resource depleting mechanism and further deteriorates task performance. Interestingly, the overall negative influence of POP and OS on EP was stronger for employees at lower job levels than those at senior job levels.

This paper offers a unique set of findings that enrich the understanding of factors responsible for employees’ performance in the highly political environments of HPDOs. By using the lens of JD-R theory, this paper draws attention towards the tendency of employees to indulge in self-serving behaviours like OS in politically charged contexts which is detrimental to their performance and may also undermine overall organization’s productivity. Furthermore, this paper also highlights the conditional effects exerted by job level in the unique nexus of POP, OS and EP.

The purpose of this paper is to challenge the older perspective on the nature of workplace politics and its disruptive role in organizations. In particular, this paper references the positive aspect of meaningful relationship building that is promoted by workplace politics and how the very politicking becomes a necessary tool for generating and maintaining social capital within the organizational boundaries.

The paper relies on presenting author’s viewpoint on positive workplace politics and its intertwined relationship with social capital.

In the process of politicking, the relationships built, the networks established and maintained and the social capital acquired are of immense value. To thwart the negative effects of organizational politics such as disengagement from work, intentions to quit, low job satisfaction, etc., we must look into the multidimensional nature of politics and the value that social capital adds to it.

The positive side of politics has long been in the shadows of its pronounced negative side. The paper presents the ground work for exploring the many colours of organizational politics and also delve into the factors that can thwart the negative effects of politics that may be experienced by the employees.

The paper contends that workplace politics is not just responsible for the disruptive and unwanted behaviours but is rather an important source of the positive and productive interpersonal relationships that are often useful in accomplishing individual and organizational goals.

Adopting an affective events perspective, our study investigates the relationship between perceived organizational politics (POP) and employee voice by exploring the mediating role of affect and the moderating role of supervisor political support.

The hypothesized model was tested with three-wave data collected from 393 full-time employees.

Results indicate that POP indirectly impacts employee voice through influencing positive and negative affect, and that supervisor political support moderates these indirect effects by moderating the relationship between POP and affective states.

Survey data can hardly test the causal relationship. Effect of employees' POP could be further examined in the lens subjective positive experiences. Organizational politics might have positive meanings.

Our findings show that POP brings employees negative feelings and reduces their voice behaviors while supervisor political support can mitigate this inhibiting effect. Therefore, managers should learn how to use political behavior more reasonably in highly political work environment.

By highlighting the possibility that employees can be beneficiaries having a vested interest in political environment and investigating the unexplored affective explanatory mechanisms underlying the POP–voice relationship, this study provides new directions for future research on POP and employee voice.

New generations actively seek employment in organizations that resonate with their values, mission and sense of purpose. However, perceptions of organizational politics (POP) associated with unethical practices detrimentally affects meaningful work experiences and employee retention. Ethical leadership emerges as a critical factor in mitigating these negative effects. This study aims to propose a comprehensive model that examines the impact of ethical leadership on two crucial work outcomes: meaningful work and turnover intention. The mediating role of POP is explored, shedding light on the intricate dynamics within organizational contexts.

To test the model, the authors use a sample of 261 respondents who completed an online questionnaire shared on social networks. Partial least squares is used for data analysis.

Results evidence that ethical leadership reduces employees’ POP, increases meaningful work and reduces turnover intention. One dimension of POP – communication – mediates the relationship between ethical leadership and work outcomes. Furthermore, meaningful work mediates the relationship between ethical leadership and turnover intention.

The study offers practical suggestions for managers to mitigate the negative impact of POP on meaningful work and employee retention.

This study adds to previous research by analyzing the separate and combined effects of ethical leadership on five dimensions of POP – communication, resources, decisions, reputation and relationships. Furthermore, this study adds empirical evidence on how POP influence meaningful work and employee retention.

Employability skills have transformed from the acquisition of university degrees to possessions of cognate skills other than only degrees that can help employees secure employment in contemporary work environments. This study evaluates essential skills that will prepare millennia of youths and graduates for employment in the present job market. The study investigated four major hypotheses to underscore the employability opportunities of graduates in challenging 21st-century work environments.

To clearly gain an understanding of women’s disparity in society, the study employed a qualitative approach to evaluate the incidence of gender prejudice in a men’s dominant world. The study utilised two distinguished sampling strategies, purposive and snowballing sampling techniques, which were deemed suitable and useful due to the nature of the study. The study recruited 42 participants by conducting semi-structured interview sessions for the study. The study employed a deductive approach to analyse the data obtained from participants. A thematic content analysis was used to take away prejudice and establish an overarching impression of the interviewed data. Atlas.ti was used to analyse the transcribed interview data from the participants to establish common themes from the surveyed informants.

The results of this investigation indicated that there is a deep-rooted trend of institutionalised men’s dominance in politics and religious leadership. Women perceived less representation and men dominated the two domains of existence in their local environment. The study established that women are optimistic about a turnaround narrative on gender equality in politics and religious leadership. They expressed their concern about strengthened public debate and campaigns on women’s representation, and against gender discrimination. The study further shows that women are influencing the ethical and moral sense for change against women’s neglect in society. They expressed their concerns against the selection of people into political offices for elected political posts and observed the peculiarity of political godfathers fixing their favourite men into those offices.

The study discovered that women are leading campaigns for their representation in politics as well as church leadership today. The novelty of this study bothering around two domains of women’s lives – politics and religion, in particular, church leadership. These have not been evidence before in a study.