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

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.

Meta‐Analytic Research in Management: Contemporary Approaches, Unresolved Controversies, and Rising Standards

“…Habersang et al (2019) leverage QMA to introduce a new theoretical typology that would have been difficult to identify using deductive methods, quantitative analysis, or single case studies. Carnes et al (2019) use MASEM to test their theorizing about key mediators while Sihag and Rijsdijk (2019) and Karam et al (2019) Maas et al, 2019;Rosenbusch et al, 2019;Wang et al, 2019) leverage external sources (e.g., World Bank) in MARA to investigate how country-level factors shape important relationships, thereby testing hypotheses that might otherwise be cost prohibitive. Finally, Schommer et al (2019) use MARA to show how important relationships changed over 60 years of researchers' investigations.…”

“…The third paper that uses MASEM, Karam et al (2019), does so subtly (without naming MASEM) because the path analyses are used as part of a dominance analysis (Budescu and Azen, 2004). Dominance analysis uses the change in R 2 from a series of regressions to identify which predictors are most important, or dominant, with respect to outcomes (see Budescu and Azen, 2004 for a summary).…”

Making the case for procedural justice: employees thrive and work hard

“…These procedural justice principles can be incorporated into supervisory training and human resources policies, promoting organizations MOTIVATIONAL PROCESSES FOR THE EFFECT OF JUSTICE 17 as just places to work. Supervisors are important agents in developing employees' perceptions of justice, because they represent the organization (e.g., Karam et al, 2019). Therefore, training and encouraging managers/supervisors to treat employees fairly would help to foster a just and productive work environment.…”

Organizational Justice and Employee Sustainability: The Mediating Role of Organizational Commitment

“…Employee sustainability is defined as: "A voluntary move by an organization to create an environment which engages employees for long term." This voluntarily created environment by an organization makes it keep it's qualified and trained employees loyal towards it (Karam et al, 2019). Employee turnover has been seen as negatively impacting factors on employee productivity and performance (Mitchell, Holtom, & Lee, 2001).…”