This research attempts to examine the effect of transformational leadership (TL) on job satisfaction (JS) and job performance (JP) mediated by leader-member exchange (LMX) at all correctional officers in West Java. The quantitative method is adopted by conducting a questionnaire survey on all officers in the West Java area, with a total of 215 respondents. The questionnaire was done through the Google Forms platform and distributed in a time-lagged method. The sample of respondents who were interviewed was obtained through a purposive sampling technique, namely taking samples with certain considerations. The data in this study was then analyzed using Structural Equation Modeling (SEM), which was assisted by the AMOS program. The findings revealed that TL has a large impact on JS, JP, and LMX, whereas LMX has a significant impact on JS and JP. This study contributes to the literature by linking TL, LMX, JS, and JP. It examines and analyzes how and why TL and LMX can affect JS and JP.
To conduct a further study of the concept of Organizational Justice, this research was conducted using the literature review method. The study includes the definition, dimensions, antecedents, and consequences of Organizational Justice. However, the main focus in this study is the antecedent and consequent. This study uses bibliometric techniques to obtain a more comprehensive visualization of Organizational Justice. This study found variations in the definition of Organizational Justice based on various research contexts. In addition, the antecedents of Organizational Justice that have been identified include Leader-Member Exchange, Organizational Trust, and Emotional Intelligence. On the other hand, in general, the consequences of Organizational Justice consist of attitudes, behavior, and performance of employees and organizations. Various contexts of Organizational Justice research will also be further identified.
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