The double‐edged sword effect of the perception of organizational politics on job performance

Abstract While previous research has highlighted the detrimental impact of the perception of organizational politics (POP) on job performance, we propose that POP can also motivate individuals to develop relationships with their supervisors, thus enhancing employees' job performance. To reconcile these competing perspectives, we draw on transactional stress theory and the approach‐avoidance framework to explore the double‐edged sword effect of POP on job performance. We examine how contrasting appraisals (i.e., challenge appraisals and threat appraisals) and relational coping strategies (i.e., relationship building and interaction avoidance) contribute to this dual effect in a manner that depends on whether employees exhibit an approach temperament or an avoidance temperament. A pilot study identified positive aspects of POP by revealing that POP is positively related to leader–member exchange (LMX) via supervisor‐oriented relationship building. The main study extended the findings of the pilot study by revealing the double‐edged sword effect of POP. Specifically, approach‐oriented employees appraise POP as a challenge and cope with this situation by engaging in relationship building with their supervisors, thus leading to increased LMX and job performance. Conversely, avoidance‐oriented employees appraise POP as a threat and cope with this situation by avoiding interaction with their supervisors, thus leading to reduced LMX and job performance. This study offers valuable insights and new approaches that can help account for the complexities associated with POP.