Does high quality leader-member exchange accentuate the effects of organizational justice?

    Authors

    R. F. Piccolo; M. Bardes; D. M. Mayer;T. A. Judge

    Comments

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    Abbreviated Journal Title

    Eur. J. Work Organ. Psychol.

    Keywords

    leadership; leader-member exchange; organizational justice; procedural; justice; trust; PROCEDURAL JUSTICE; SOCIAL-EXCHANGE; UNCERTAINTY MANAGEMENT; CITIZENSHIP; BEHAVIOR; INTERACTIONAL JUSTICE; INTEGRATING JUSTICE; FAIR PROCEDURES; MODERATING ROLE; WORK; TRUST; Psychology, Applied; Management

    Abstract

    The current study examined interactions between leader-member exchange (LMX) and two dimensions of organizational justiceprocedural and interpersonal. Results from a study of full-time employees (n = 283) in a diverse set of job types provide support for the notion that a high quality leader-member relationship (i.e., LMX) enhances the strength of the relationships between procedural and interpersonal justice and a variety of outcomes. Specifically, procedural and interpersonal justice perceptions were significantly associated with an employee's felt obligation to the organization, but only when that employee reported high quality relationships with their supervisors. Results of this study extend research that attempts to integrate the organizational justice and leadership literatures.

    Journal Title

    European Journal of Work and Organizational Psychology

    Volume

    17

    Issue/Number

    2

    Publication Date

    1-1-2008

    Document Type

    Article

    Language

    English

    First Page

    273

    Last Page

    298

    WOS Identifier

    WOS:000257035400006

    ISSN

    1359-432X

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