Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice

38 Pages Posted: 14 Dec 2018

See all articles by Elizabeth Karam

Elizabeth Karam

Texas Tech University

Jinyu Hu

University of Nevada, Reno

Robert B. Davison

The Eli Broad Graduate School of Management

Matthew Juravich

University of Akron

Jennifer D. Nahrgang

Arizona State University (ASU)

Stephen E. Humphrey

Pennsylvania State University - Department of Management & Organization

D. Scott DeRue

University of Michigan at Ann Arbor

Date Written: January 2019

Abstract

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.

Keywords: Leader behaviours, organizational justice, meta‐analysis, social exchange theory

Suggested Citation

Karam, Elizabeth and Hu, Jinyu and Davison, Robert B. and Juravich, Matthew and Nahrgang, Jennifer D. and Humphrey, Stephen E. and Scott DeRue, D., Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice (January 2019). Journal of Management Studies, Vol. 56, Issue 1, pp. 134-171, 2019, Available at SSRN: https://ssrn.com/abstract=3300987 or http://dx.doi.org/10.1111/joms.12402

Elizabeth Karam (Contact Author)

Texas Tech University

Jinyu Hu

University of Nevada, Reno

1664 N. Virginia St
Reno, NV 89557
United States

Robert B. Davison

The Eli Broad Graduate School of Management ( email )

Michigan State University
North Business Complex
East Lansing, MI 48824-1122
United States

Matthew Juravich

University of Akron ( email )

259 S. Broadway
Akron, OH 44325
United States

Jennifer D. Nahrgang

Arizona State University (ASU)

Farmer Building 440G PO Box 872011
Tempe, AZ 85287
United States

Stephen E. Humphrey

Pennsylvania State University - Department of Management & Organization ( email )

University Park, PA 16802-3306
United States

D. Scott DeRue

University of Michigan at Ann Arbor

500 S. State Street
Ann Arbor, MI 48109
United States

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