Personality and Reactions to Organizational Politics

A growing body of literature has shown that organizational politics can demonstrate detrimental e¦ects on both people and organizations. Following the publication of Ferris, Russ, and Fandt’s (1989) model of organizational politics, scholars have noted that individual di¦erences not only act as antecedents of politics perceptions but also a¦ect reactions to those perceptions (e.g., O’Connor & Morrison, 2001; Rosen, Chang, & Levy, 2006). Organizational politics can demonstrate e¦ects on employees in two ways. First, politics is a form of stressor that can lead to strains in employees (Miller, Rutherford, & Kolodinsky, 2008; Vigoda, 2002). Hence, it might be considered an interpersonal con¤ict stressor