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

verifiedmedium profile · Journal of Management Studies · 2018

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

10.1111/joms.12402 · CrossRef: verified

How this was studied

paradigm: positivistpurpose: explanatory causaldesign: meta analytic synthesisidentification: nonetime: cross sectionaldata: quantitative survey

A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.

analysis: meta analysis · validity (validity): internal unclear · external addressed · construct addressed · statistical addressed · classifier confidence 0.85

What this article reports

The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.

procedural justicetask performance

r = 0.2 · k=42 · grade A · unverified

organizational justicetask performance

r = 0.2 · k=42 · grade A · unverified

Models this article informs

The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.

In the authors’ words

The article’s own abstract.

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.

What the literature says about it

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