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Perceived Interactional Justice and Trust‐In‐Supervisor as Mediators for Paternalistic LeadershipMin WuSichuan University Xu HuangHong Kong Polytechnic University - Department of Management and Marketing Chenwei Liaffiliation not provided to SSRN Wu LiuHong Kong Polytechnic University; Vanderbilt University - Owen Graduate School of Management March 2012 Management and Organization Review, Vol. 8, Issue 1, pp. 97-121, 2012 Abstract: This study identifies the influencing processes that underlie the effect of the three paternalistic leadership dimensions on subordinates' work performance/organizational citizenship behaviours. The results, based on data collected from private firms in China, showed that perceived interactional justice mediated the effects of moral leadership and benevolent leadership on trust‐in‐supervisor. However, perceived interactional justice did not mediate the relationship between authoritarian leadership and trust‐in‐supervisor. In addition, trust‐in‐supervisor was found to be positively associated with work performance and organizational citizenship behaviours. Cultural and practical implications and future research directions are also discussed.
Number of Pages in PDF File: 25 Keywords: interactional justice, organizational citizenship behaviours, paternalistic leadership, trust‐in‐supervisor, work performance Accepted Paper SeriesDate posted: March 23, 2012Suggested CitationContact Information
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