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

Elizabeth P. Karam, Jinyu Hu, Robert B. Davison, Matthew Juravich, Jennifer D. Nahrgang, Stephen E. Humphrey, D. Scott DeRue

Research output: Contribution to journalArticlepeer-review

15 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)134-171
Number of pages38
JournalJournal of Management Studies
Volume56
Issue number1
DOIs
StatePublished - Jan 2019

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management
  • Management of Technology and Innovation

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