Leadership and Organizational Justice: Similarities and Differences across Cultures

Pillai, Rajnanandi; Scandura, Terri A.; Williams, Ethlyn A.

doi:10.1057/palgrave.jibs.8490838

Cited by 196 publications

(208 citation statements)

References 30 publications

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“…As such, given that Brockner and his colleagues focused on favorability in terms of the valence of fairness of outcomes, the present results extend these earlier findings to leadership behavior. In addition, the finding that procedural fairness and rewarding leadership style interact aligns well with recent suggestions that both the leadership and the organizational-justice literature need to be integrated (e.g., De Cremer & Alberts, 2004;Pillai et al, 1999). Indeed, this common focus on fairness has been adequately put by Hollander (1985) when he noted that "a leader also may play a significant psychological part in group functioning, for example, .…”

Section: Discussionsupporting

confidence: 78%

Rewarding Leadership and Fair Procedures as Determinants of Self-Esteem.

Cremer¹,

Knippenberg²,

Knippenberg³

et al. 2005

Journal of Applied Psychology

120

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In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.

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Section: Discussionsupporting

confidence: 78%

Rewarding Leadership and Fair Procedures as Determinants of Self-Esteem.

Cremer¹,

Knippenberg²,

Knippenberg³

et al. 2005

Journal of Applied Psychology

120

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show abstract

“…The same result prevailed in Cheng and Wu (2012) study among Chinese manufacturing firms where LMX has positive association towards job satisfaction and both these variables have the capacity to reduce employees' intention to leave and increase employees' commitment level. As suggested by Zhong et al (2003), more empirical evidence were needed to support the LMX -job satisfaction relationship in every culture background where Pillai et al (1999) found LMX did not influence employees' job satisfaction. Based on the above discussion and to support that LMX and job satisfaction is positively associated in Malaysian culture which is characterized by power distance, relationship-oriented and collectivism (Che Su et al 2014;Abdullah 1996) the following hypothesis is proposed: H1: LMX is positively related to job satisfaction.…”

Section: Relationship Between Lmx and Job Satisfactionmentioning

confidence: 95%

The Link Between Leader-Member Exchange, Organizational Citizenship Behavior and Job Satisfaction: A Case Study on Local Government

Ibrahim¹,

Amin²,

Salleh³

2014

IJARBSS

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Being the lowest level of government after Federal and State governments, local governments are considered as the managers of urban environment due to their multifarious services functions which drives the economic growth and social development of a particular district. The heterogeneous services provided are constantly being reviewed and appraised by the public where statistics from Public Complaint Bureau showed worrying numbers with high number of complaints being recorded for four consecutive years ending 2012. Hence, the goal of this study is to analyse the impact of leader-member exchange (LMX) and organizational citizenship behaviour (OCB) on job satisfaction using 212 respondents from local governments' employees in east coast Malaysia. The findings showed that LMX and OCB were predictors towards job satisfaction with LMX being the strongest predictor compared to OCB. Mean differences on job satisfaction, LMX and OCB according to selected demographic variables revealed significant mean differences were noted in service group for LMX and dyadic tenure for OCB. Based on these findings, nurturing quality relationship and promoting the occurrence of OCB among local government employees are warranted as empirical evidence proved that they are important ingredients in provoking employees' job satisfaction.

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“…However, it should be noted that there are no definitive recommendations when it comes to the adequate sample size to obtain reliable results (see Bentler and Chou, 1987;Bryant and Yarnold, 1995;Tabachnick and Fidell, 1996;Arbuckle, 1997;Gerbling and Anderson, 1985;Bryman and Cramer, 1990). Since there is no clear agreement on the appropriate sample size, Pillai, Scandura, and Williams (1999) suggested that a range of fit indices, such as chisquare (dependent on sample size) and GFI (independent of sample size), should be taken into account.…”

Section: Confirmatory Factor Analysis (Cfa)mentioning

confidence: 99%

Evaluating the structural validity of the Multifactor Leadership Questionnaire (MLQ), capturing the leadership factors of transformational-transactional leadership

Muenjohn¹,

Armstrong²

2008

CMR

132

102

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Most previous research on transformational leadership involved the use of the "Multifactor Leadership Questionnaire" (MLQ) to measure various aspects of transformational-transactional leadership. Although the MLQ is widely used, the instrument has been criticized in some areas of its measurement factors. In this study, three proposed models were tested by Confirmatory Factor Analysis (CFA) using the multi-data source of 138 cases. Results revealed that the overall fit of the nine-correlated factor model, on its second test, was statistically significant and that indicated that the Full Leadership Model (nine-correlated leadership model) could be the most appropriately and adequately capturing the factor constructs of transformationaltransactional leadership.

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Leadership and Organizational Justice: Similarities and Differences across Cultures

Cited by 196 publications

References 30 publications

Rewarding Leadership and Fair Procedures as Determinants of Self-Esteem.

Rewarding Leadership and Fair Procedures as Determinants of Self-Esteem.

The Link Between Leader-Member Exchange, Organizational Citizenship Behavior and Job Satisfaction: A Case Study on Local Government

Evaluating the structural validity of the Multifactor Leadership Questionnaire (MLQ), capturing the leadership factors of transformational-transactional leadership

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