Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength

By Fred Walumbwa, Cindy Wu, Bani Orwa. 2008

264 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3b0d862d5bed1f118c22843b0cb21e4875d4d4d3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

A Workgroup Climate Perspective on the Relationships Among Transformational Leadership, Workgroup Diversity, and Employee Creativity (2013, methodology): “Following previous research (Chan, 1998; Colquitt et al., 2002; Walumbwa et al., 2008), we modeled innovation climate level and strength as a group-level variable because conceptually it represented a shared or collective mental model (Hofmann, Morgeson, & Gerras, 2003; Kozlowski & Klein, 2000).”
Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “For example, Walumbwa et al. (2008) found procedural justice climate mediated the relationship between contingent reward leader behavior and supervisor satisfaction, organizational commitment, and OCBs.”
Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “Contingent reward leaders offer tangible and intangible support to their followers, set rules, and determine the reward for goal accomplishment (Bass, 1998; Walumbwa et al., 2008) Although transactional leadership is usually not associated with procedural fairness (Pillai et al.”
The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “Leaders offer extrinsic rewards and corrective actions to encourage subordinates to work harder (Walumbwa et al., 2008).”
Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement (2014, background): “Several papers have, similarly, selected a few of the subscales from this measure (Chen, Hui & Sego, 1998; Walumbwa et al., 2008; Ryan, 2001).”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “For instance, the selfawareness at the heart of authentic leadership allows leaders to exhibit openness in their behaviour and “lead by example” (Walumbwa et al., 2008), which, when emulated by followers, is believed to stimulate followers to engage creatively with their work (Seibert, Kraimer, &…”
Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “A contingent-reward supervisor provides subordinates with appropriate rewards (e.g. valued information, resources, and recognition) in exchange for task accomplishment (Walumbwa et al., 2008).”
Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card (2014, background): “Organizational climate has been recognized as an important and basic factor in determining organizational citizenship behaviour and organizational performance (Walumbwa et al., 2008; Jing et al., 2011).”