Mitigating influence of transcendence on politics perceptions’ negative effects

Journal article

Diane Lawong, Charn McAllister, Gerald R. Ferris and Wayne Hochwarter. (2018). Mitigating influence of transcendence on politics perceptions’ negative effects. Journal of Managerial Psychology. 33(2), pp. 176-195. https://doi.org/10.1108/JMP-09-2017-0337
AuthorsDiane Lawong, Charn McAllister, Gerald R. Ferris and Wayne Hochwarter
Abstract

Purpose
The purpose of this paper is to examine how a cognitive process, transcendence, moderates the relationship between perceptions of organizational politics (POPs) and several work outcomes.

Design/methodology/approach
Participants across two studies (Study 1: 187 student-recruited working adults; Study 2: 158 information technology employees) provided a demographically diverse sample for the analyses. Key variables were transcendence, POPs, job satisfaction, job tension, emotional exhaustion, work effort, and frustration.

Findings
Results corroborated the hypotheses and supported the authors’ argument that POPs lacked influence on work outcomes when individuals possessed high levels of transcendence. Specifically, high levels of transcendence attenuated the decreases in job satisfaction and work effort associated with POPs. Additionally, transcendence acted as an antidote to several workplace ills by weakening the increases in job tension, emotional exhaustion, and frustration usually associated with POPs.

Research limitations/implications
This study found that transcendence, an individual-level cognitive style, can improve work outcomes for employees in workplaces where POPs exist. Future studies should use longitudinal data to study how changes in POPs over time affect individuals’ reported levels of transcendence.

Practical implications
Although it is impossible to eliminate politics in organizations, antidotes like transcendence can improve individuals’ responses to POPs.

Originality/value
This study is one of the first to utilize an individual-level cognitive style to examine possible options for attenuating the effects of POPs on individuals’ work outcomes.

Keywordsattitudes; self-regulation; sensemaking; emotions; resources; cognition; conflict management; proactivity; organizational politics; politics perceptions; transcendence
Year2018
JournalJournal of Managerial Psychology
Journal citation33 (2), pp. 176-195
PublisherEmerald Group Publishing Limited
ISSN0268-3946
Digital Object Identifier (DOI)https://doi.org/10.1108/JMP-09-2017-0337
Scopus EID2-s2.0-85045183933
Publisher's version
File Access Level
Controlled
Publication process dates
Deposited23 Apr 2021
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