Analysis of Relationships between Coaches' Organizational Justice and Leader-Member Exchange by Structural Equation Modeling

Abstract

In this study, it was aimed to determine to what extent coaches' organizational justice levels were explained by a leader-member exchange. This study was conducted by using correlational survey model and its sub-purposes were to determine the coaches' organizational justice levels and to examine the differences in organizational justice levels according to their demographics. 230 coaches participated in the study. As a result of the study, it was determined that the organizational justice level of the coaches is generally moderate. It was found that coaches' organizational justice levels did not differ significantly among their genders, age, and marital status; on the other hand, those levels differed significantly among their seniority and ranks. As a result of the structural equation modeling, it was found that the coaches' leader-member exchange level was a positive and significant predictor (R 2 = 0.53) of their organizational justice level.

Leader-Member Exchange in Educational Institutions

“…Schools that employ organizational justice will increase the LMX. The level of organizational justice has a positive and significant relationship to the LMX (Akyel, 2018). 2) Increased Self-efficacy.…”

“…The author finds that writing about LMX leadership in educational institutions is limited to seeing the effect of several variables on the LMX (Akyel, 2018); (Fahlevi & Satrya, 2020); (Handayani, 2019) and (Nesia & Dewi, 2020). This paper describes a collection of variables that affect the LMX and are associated with its implementation in educational institutions.…”

The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education

“…They agreed that when employees view their organization and leader to be fair, their connection with their leaders is likely to improve. Likewise, additional studies found in the literature support the evidence that educational institutions that employ organizational justice increase the LMX since the level of organizational justice has a positive relationship with LMX [ 24 , 35 ]. Employees who feel appreciated and respected, are more likely to have favourable connections with their leaders.…”

“…Moreover, a positive work environment with high POJ encourages employees to interact with their leaders comfortably. This increased openness and trust makes it easier to create high-quality LMX that is marked by respect for one another, honest communication, and common objectives [ 16 , 22 , [24] , [25] , [26] , 37 ]. Based on these perspectives, therefore, the following hypothesis is established.…”

“…Moreover, existing research disclosed the relationship between OPJ, LMX and EVB in different organizational settings. Many of the existing research attempted to determine the relationship between POJ and LMX [ 14 , 16 , [23] , [24] , [25] , [26] , [27] ], the relationship between POJ and EVB [ 4 , 28 , 29 ], and the relationship between LMX and EVB [ 3 , 12 , 19 , [30] , [31] , [32] ]. However, as far as our best reading and access to the existing literature is concerned, the present study found limited articles in academic databases that underline the structural relationships between employees’ perception of organizational justice, LMX, and voice behaviour specifically in higher education settings.…”