Thriving Amid Politics: How Leadership, Sharing, and Resilience Sustain Citizenship

What is it about?

This study examines how perceived organizational politics (POP)—the sense that decision-making is driven by self-interest rather than fairness—reduces employees’ willingness to engage in organizational citizenship behavior (OCB), such as helping others or going beyond formal duties. Drawing on the Job Demands–Resources (JDR) model, the authors argue that when employees experience a politicized climate, they lose the psychological energy needed for extra-role contributions. Yet certain contextual and personal resources can buffer this effect and preserve positive behavior. Survey data from 109 employees in a Mexican manufacturing firm reveal that perceptions of politics reduce organizational citizenship behavior (OCB). However, this effect lessens when employees experience transformational leadership, share knowledge with peers, and display resilience. Transformational leaders clarify goals, mentor, and foster open communication, helping employees interpret politics more positively. Knowledge sharing builds mutual support and fairness, while resilience enables employees to stay engaged despite stress or political dynamics. Interestingly, resilience proved especially powerful when leadership or knowledge-sharing resources were scarce, suggesting that personal resilience compensates for limited contextual support. Overall, the study shows that even in political workplaces, employees can maintain their citizenship behavior when key psychological and social resources are in place.

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Photo by Campaign Creators on Unsplash

Photo by Campaign Creators on Unsplash

Why is it important?

This study extends the JDR framework to explain how employees maintain OCB in politically charged workplaces. Instead of viewing politics as purely harmful, it shows that employees use contextual resources (transformational leadership, peer knowledge sharing) and personal resources (resilience) to buffer stress and stay engaged. Its key insight is a three-way interaction among politics, leadership, and resilience—showing that personal strength matters most when organizational support is low. This timely research addresses today’s organizations, marked by ambiguity, complexity, and politics. As employees navigate settings where influence shapes success, understanding how they sustain collaboration is crucial. Conducted in Mexico, where collectivism and loyalty shape tolerance for politics, the study highlights how key resources buffer political strain. Its insights remind leaders that politics need not erode motivation—when supported by strong leadership, peer cooperation, and resilient employees, such contexts can foster learning, adaptability, and lasting vitality.