ArticleFrontiers in psychology2026
Perceived organizational politics and organizational performance in governmental organizations: the moderating role of leadership styles.
Article in Frontiers in psychology, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
0 citing papers in PubMed.
No citing paper in PubMed yet.
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
2 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Effective leadership is essential for mitigating the adverse effects of organizational politics and enhancing organizational performance in public organizations. However, empirical evidence on the relationship between perceived organizational politics and organizational performance, as moderated by leadership styles, remains limited. This study examines how the perception of organizational politics influences organizational performance and investigates the moderating role of different leadership styles. Data were collected from 178 public managers of governmental organizations in Myanmar and analyzed using SPSS and structural equation modeling. The results further show that perceived organizational politics is negatively associated with organizational performance. The findings also indicate that leadership styles differ in the extent to which they moderate the relationship between perceived organizational politics and organizational performance. Specifically, transformational leadership significantly moderates this relationship; however, the direction of the interaction is opposite to the hypothesized buffering effect, such that the negative association between perceived organizational politics and organizational performance becomes stronger at higher levels of transformational leadership. In contrast, transactional leadership does not exhibit a significant moderating effect. Comparative analysis further suggests that the moderating effects of transformational and transactional leadership differ significantly. These findings suggest that public organizations should strengthen the development of context-appropriate leadership styles to improve organizational performance and reduce the harmful effects of organizational politics. Finally, the study develops a conceptual framework that links perceived organizational politics, organizational performance, and leadership styles within the context of the public sector.
Indexed as
Identifiers
What OpenQuestion holds
Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.