It's Not Fair … Or Is It? The Role of Justice and Leadership in Explaining Work Stressor–Job Performance Relationships

Zhang, Yiwen; LePine, Jeffery A.; Buckman, Brooke R.; Wei, Feng

doi:10.5465/amj.2011.1110

Cited by 277 publications

(289 citation statements)

References 79 publications

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“…It can, therefore, be concluded that a destructive climate in an organisation, being the result of counterproductive behaviours of other employees, is an inhibitor of innovation in a situation where employees undertaking IWB perceive that they are not treated fairly in terms of distribution of resources, procedures, transmitted information, or interaction with their supervisor. This result is consistent with the results of the already quoted analyses, in which justice motivates individuals to creative performance (innovation contribution) (Simmons, 2011), eliminates stress reactions of job-related anxiety and burnout (Janssen, 2004), explains the negative relationship between occupational stressors (challenges and hindrance) and counterproductive behaviour and their positive relations with creativity (Zhang et al, 2014), and even may be able to buffer the negative influence of IWB on conflict with co-workers (Shih & Susanto, 2011).…”

Section: Discussionsupporting

confidence: 90%

“…In their studies, Zhang, Lepine, Buckman and Wei (2014) found that it serves as a mechanism which explains negative relationships between the two dimensions of job stressors (challenges and hindrance) and five dimensions of job performance, including task performance, helping, voice, counterproductive behaviour and creativity. It is statistically significant that justice combines positively with creative behaviour, task performance, helping behaviour, voice behaviour, and negatively with counterproductive behaviour (Zhang, Lepine, Buckman & Wei, 2014). Therefore, it seems that a sense of justice may mitigate the adverse effects of counterproductive (stress generating) behaviours on innovation.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In their studies, Zhang, Lepine, Buckman, and Wei (2014) established that justice explains the relationship between two dimensions of job stressors -challenges and hindrances (both challenge and hindrance are constant aspects of taking up innovative activities and, at the same time, they may result from counterproductive behaviours) and dimensions of work performance, such as task performance and creativity (Zhang et al, 2014). It appears, then, that a sense of justice may mitigate the adverse effects of counterproductive behaviours on innovation.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How Destructive Social Aspects Inhibit Innovation in an Organisation

Turek

Wojtczuk‐Turek

2017

IJCM

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Section: Discussionsupporting

confidence: 90%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How Destructive Social Aspects Inhibit Innovation in an Organisation

Turek

Wojtczuk‐Turek

2017

IJCM

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“…Work stress was defined as an individual's psychological response to a situation in which there is something at stake or exceeds individual's capacity or resources (3). Numerous findings in various organizational settings have demonstrated that work stress was negatively related to employee health.…”

Section: Introductionmentioning

confidence: 99%

Remedy for Work Stress: the Impact and Mechanism of Ethical Leadership

Zhou¹,

Jin²,

Qian³

2015

Cent Eur J Public Health

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SUMMARYAim: Ethical leadership was characterized by integrity, honesty and trustworthiness. The purpose of this study was to investigate whether and how ethical leadership relates to employees' work stress, specifically the mediating role of leader-member exchange (LMX), which referred to the dyadic exchange relationships between supervisors and subordinates within the workplace.Methods: Cross-sectional data for ethical leadership, LMX, perception of work stress, and control variables were collected through the questionnaire that included 47 multiple-choice questions and 3 open-ended questions. Double-blind design was adopted in this study. Hypotheses were tested by hierarchical regression analysis.Results: 203 first-line technical support employees from a communications enterprise participated in this study (return ratio 98.5%). Of the respondents, 58.6% were male, average age was 35.24 years, average years in the company and in current position were 13.67 years and 11.12 years, respectively. Results revealed that the subjective evaluation of supervisors' ethical leadership was negatively related to employees' perception of work stress (β = −0.24, p < 0.001), and this relationship was completely mediated by LMX.Conclusions: Through establishing high-quality LMX, ethical leadership played an important role in relieving employees' perception of work stress.

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“…Unlike the wider management literature, academic and professional social work consideration of this field of enquiry is in its early stages, and may learn from management scholarship discourse. As an example, Zhang, Lepine, Buckman, and Feng (2014) identify organisational justice as referring to perceptions of fairness expressed as equitable outcomes for workers as the result of ethical, respectful and honest processes (p.677) -all values which resonate with the social work profession.…”

Section: Introductionmentioning

confidence: 99%

Advancing social work professionalism: Standards for management and leadership in Aotearoa New Zealand

Webster

McNabb

Darroch³

2015

ANZSWJ

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In 2004, management was recognised by the International Federation of Social Workers (IFSW) as one of 13 ‘core purposes’ of the global profession. Taking that recognition as a starting point, this article advances the notion that the pre-eminent function of management in social work organisations is to serve, advocate for and integrate the remaining 12 pur- poses. We further propose that these 12 purposes express the profession’s commitment to human rights and social justice as social work’s distinctive values – that social justice has an organisational dimension. Proceeding from that philosophical base, this paper introduces a research project to develop standards for social work management and leadership uniquely designed for Aotearoa New Zealand. The authors suggest that the IFSW core purpose statement informs and underpins the project. Standards developed by the profession in the United States and England are reviewed and elements drawn from those sources assessed for potential application to New Zealand. The concepts of leadership and management are examined to determine whether they are interchangeable terms, while noting that in the two overseas jurisdictions leadership is privileged. The article concludes by way of an introduction to the preliminary findings of the research project for future treatment.

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It's Not Fair … Or Is It? The Role of Justice and Leadership in Explaining Work Stressor–Job Performance Relationships

Cited by 277 publications

References 79 publications

How Destructive Social Aspects Inhibit Innovation in an Organisation

How Destructive Social Aspects Inhibit Innovation in an Organisation

Remedy for Work Stress: the Impact and Mechanism of Ethical Leadership

Advancing social work professionalism: Standards for management and leadership in Aotearoa New Zealand

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