Investigating the Moderating Role of Emotional Intelligence in the Relationship between Perceived Organizational Politics and Counterproductive Behavior among University Faculty
DOI:
https://doi.org/10.54536/ajahs.v5i1.6923Keywords:
Counterproductive Behavior, Emotional Intelligence, Higher Education Institutions, Perceived Organizational Politics, Social Exchange TheoryAbstract
This study examines the moderating effect of emotional intelligence (EI) on the association between perceived organizational politics (POP) and counterproductive behavior (CB) in a sample of 385 public university faculties from six public universities in Bangladesh. The results were obtained using partial least squares structural equation modeling (PLS-SEM), which demonstrated that POP has a significant impact on CB, and that EI is a moderator that dilutes this correlation. In particular, although greater POP levels correspond to greater CB, faculty members with greater EI are more emotionally controlled, which decreases their likelihood of engaging in counterproductive behavior. This study builds on social exchange theory (SET) by including EI as a psychological resource that mitigates the adverse impact of perceived organizational politics to provide subtle insights into how individuals respond to workplace stressors. The findings indicate that the development of EI can be an efficient approach to reducing CB and improving the well-being of faculty, which can be of great value in managing organizational politics in academic environments. This study contributes to the literature on individual differences and organizational behavior by demonstrating the importance of emotion regulation in lessening maladaptive responses to political stressors
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