Procedural justice climate and group power distance: An examination of cross-level interaction effects.

Yang, Jixia; Mossholder, Kevin W.; Peng, Tai-Kuang

doi:10.1037/0021-9010.92.3.681

Cited by 144 publications

(154 citation statements)

References 86 publications

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“…It is initially conceptualized as societal values (Hofstede 1984;Van Der Vegt et al 2005) and then individual orientation (Farh et al 2007;Kirkman et al 2009) and group values (Wu and Chaturvedi 2009;Yang et al 2007). Though values are individually held, Wu and Chaturvedi (2009) argued that due to the attraction-selection-attrition process and exposure to an identical work environment, there would be a shared belief about power distance in the group.…”

Section: Group Power Distancementioning

confidence: 98%

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Lü

2015

J Happiness Stud

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While prior studies have focused on the effect of leader-member exchange (LMX), representing a dyadic differentiated exchange relationship between a leader and followers, on employees' job-related outcomes, how LMX at the group level influences one's life domain has been ignored. The present study shifted attention to the relationship between LMX mean and employee life satisfaction as well as the boundary conditions. Using a sample of 471 employees from 53 groups and hierarchical linear modeling, we examined the cross-level main effect of LMX mean on life satisfaction and the moderation of group power distance and individual political skill. The results revealed that LMX mean had a work-to-life spillover effect on employee life satisfaction. Employee political skill positively moderated the relationship between LMX mean and life satisfaction, whereas group power distance negatively moderated the relation. Theoretical and practical implications were further discussed.

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Section: Group Power Distancementioning

confidence: 98%

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Lü

2015

J Happiness Stud

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“…Procedural justice climate has been shown to have a positive impact on individual-level helping behaviors (Naumann and Bennett 2000), job satisfaction (Mossholder et al 1998), organizational citizenship behaviors (OCBs), and organizational commitment (Yang et al 2007). Research has also demonstrated a positive effect for procedural justice climate on group-level helping behaviors and OCBs (Ehrhart 2004;Naumann and Bennett 2002), as well as a negative effect on group-level absenteeism (Colquitt et al 2002) and withdrawal (Whitman et al 2012).…”

Section: Justice Climatementioning

confidence: 99%

“…Although interest in multi-level issues has led to an increasing number of studies on justice climate, the scope of past studies has not been very broad. Most of this research has explored procedural justice climate (e.g., Mossholder et al 1998;Bennett 2000, 2002;Yang et al 2007), and only a few studies have examined other facets of justice climate (e.g., distributive justice climate). While a facet-based approach may be valuable, a global conceptualization of justice climate may also be useful for understanding the context of justice within groups.…”

Section: Justice Climatementioning

confidence: 99%

The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility on the Prosocial and Deviant Behaviors of Groups

Thornton

Rupp

2015

J Bus Ethics

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Pulling from theories of social exchange, deonance, and fairness heuristics, this study focuses on the relationship between overall justice climate and both the prosocial and deviant behaviors of groups. Specifically, it considers two contextual boundary conditions on this effect-corporate social responsibility (CSR) and group moral identity. Results from a laboratory experiment are presented, which show a significant effect for overall justice climate and a two-way interaction between overall justice climate and CSR on group-level prosocial and deviant behaviors, and a marginally significant interaction of group moral identity with overall justice climate on group deviance. The implications of contextual influences on workplace ethics and justice are discussed.

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“…It is thus possible that the importance of getting along versus getting ahead depends on the cultural context. However, although early research conceptualized culture at the country level, a review of recent organizational research demonstrates that culture has been conceptualized and measured at the individual level (Kirkman et al 2009), at the team level (Yang et al 2007), and at the organizational level (Chatman andBarsade 1995, Erdogan et al 2006). This trend toward deemphasizing the conceptualization of cultural values at the national level was confirmed in a comprehensive quarter-century review of organizational studies (Kirkman et al 2006), mirroring increasing globalization and purported cross-cultural homogeneity.…”

Section: Future Researchmentioning

confidence: 99%

Getting Ahead or Getting Along? The Two-Facet Conceptualization of Conscientiousness and Leadership Emergence

Marinova

Moon

Kamdar

2013

Organization Science

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W e propose a theoretical process model of the social construction of leadership that sheds light on the relationship between conscientiousness and leadership emergence. The socioanalytic theory of personality is invoked to hypothesize different mediational paths linking the two facets of conscientiousness, achievement striving and duty, with leadership emergence. We tested the theoretical model with data from 249 employees matched with data from 40 of their coworkers and 40 supervisors employed in a Fortune 500 organization. Results indicate that the relationship between achievement striving and leadership emergence is partially mediated by competitiveness, providing support for a getting-ahead path to leadership. In contrast, the relationship between duty and leadership emergence is, in part, carried forward by trust, helping role perceptions, and helping behavior, supporting a getting-along path to leadership. Consistent with the self versus other distinction theoretically posited with regard to the facets of conscientiousness, although helping behavior is a predictor of leadership emergence, achievement strivers help only when they perceive helping as being an in-role requirement, whereas dutiful individuals enlarge their helping role perceptions.Key words: leadership emergence; conscientiousness; duty; achievement striving; socioanalytic theory of personality; social construction of leadership; getting ahead; getting along; helping behavior; organizational citizenship behavior; self-and other-orientation History: Published online in Articles in Advance September 27, 2012. IntroductionOver the last decade, organizational scholars have reinvigorated investigations of leadership. As noted by leadership scholars (Bennis 2007, Howell and Shamir 2005, Manz and Sims 2001, Meindl 1990, however, despite important advances, the leadership literature has focused primarily on how appointed leaders lead effectively, rather than the process by which one becomes a leader. Beginning to redress the imbalance, recent examinations have focused on bottom-up and emergent leadership processes in organizations (Carson et al. 2007, Foti and Hauenstein 2007, Pearce and Sims 2002, Taggar et al. 1999. One notable characteristic of emergent leadership processes is that they are often fraught with uncertainty and that flawed leaders can emerge because selection processes are undermined by lack of information-that is, the criteria for emergence are usually socially constructed and based simply on perceptions of leader-like qualities. However, it is clear that organizations rely on emergence processes to staff their leadership positions (Conger and Fulmer 2003), whereas individuals depend on emergence processes to progress in their careers (De Pater et al. 2009). This makes theoretical investigations into leadership emergence critically important for advancing organizational knowledge about leadership.Notably, because leadership emergence is specifically focused on how individuals become influential in the perceptions of others, it can b...

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Procedural justice climate and group power distance: An examination of cross-level interaction effects.

Cited by 144 publications

References 86 publications

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility on the Prosocial and Deviant Behaviors of Groups

Getting Ahead or Getting Along? The Two-Facet Conceptualization of Conscientiousness and Leadership Emergence

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