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Power Dynamics, Organizational Politics, and Employee Outcomes

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  • Tatiana Tombom Djassi

    (School of Business, Nanjing University of Information Science and Technology (NUIST), Nanjing 210044,)

  • Peter Mweetwa

    (School of Electronics and Information Engineering, NUIST, Nanjing 210044)

  • Sami Colley

    (School of Business, Nanjing University of Information Science and Technology (NUIST), Nanjing 210044,)

Abstract

Power dynamics and organizational politics are central features of organizational life that shape employee attitudes, behavior, and workplace outcomes. This study investigated the relationships among expert, legitimate, and coercive power, organizational politics, perceived fairness, motivation, productivity, psychological safety, and voice behavior. Using a cross-sectional survey design, data were collected in China from 12 December 2025 to 20 March 2026 through a structured questionnaire distributed via Google Forms, WhatsApp, WeChat, and campus recruitment. A total of 312 valid responses were analyzed. The instrument consisted of 27 Likert-scale items measuring the nine constructs. Data were analyzed in Python using Google Colab. Reliability analysis showed strong internal consistency for all scales (Cronbach’s α ranging from 0.854 to 0.915). Pearson correlation results indicated that coercive power was positively associated with organizational politics (r = .496, p

Suggested Citation

  • Tatiana Tombom Djassi & Peter Mweetwa & Sami Colley, 2026. "Power Dynamics, Organizational Politics, and Employee Outcomes," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 10(4), pages 830-844, April.
    • Handle: RePEc:bcp:journl:v:10:y:2026:i:4:p:830-844
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