Supplementary file 1_Perceived organizational politics and organizational performance in governmental organizations: the moderating role of leadership styles.docx

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.</p>