TY - JOUR
T1 - Illuminating the ‘Face’ of Justice
T2 - A Meta-Analytic Examination of Leadership and Organizational Justice
AU - Karam, Elizabeth P.
AU - Hu, Jinyu
AU - Davison, Robert B.
AU - Juravich, Matthew
AU - Craig, Jennifer
AU - Humphrey, Stephen E.
AU - Scott DeRue, D.
N1 - Publisher Copyright:
© 2018 John Wiley & Sons Ltd and Society for the Advancement of Management Studies
PY - 2019/1
Y1 - 2019/1
N2 - A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta-analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader- and organization-focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.
AB - A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta-analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader- and organization-focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.
KW - Leader behaviours
KW - meta-analysis
KW - organizational justice
KW - social exchange theory
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U2 - 10.1111/joms.12402
DO - 10.1111/joms.12402
M3 - Article
AN - SCOPUS:85056080371
SN - 0022-2380
VL - 56
SP - 134
EP - 171
JO - Journal of Management Studies
JF - Journal of Management Studies
IS - 1
ER -