When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models

By M. Dijke, David de Cremer, David M. Mayer, Niels Van Quaquebeke. 2012

142 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4f6a863e9e027ee74d2080f969c6a1d397ce71f2

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

1. Soojin Lee
2. Seokhwa Yun
3. Minyoung Cheong
4. J. Bester
5. L. V. Zyl
6. Myungsun Kim
7. Liping Gao
8. Sut I. Wong

In Social Psychology

1. Seokhwa Yun
2. Soojin Lee
3. L. V. Zyl
4. Myungsun Kim
5. Liping Gao
6. Minyoung Cheong
7. Sut I. Wong
8. S. Giessner

In Sociology and Political Science

1. J. Bester
2. L. V. Zyl
3. Soojin Lee
4. Myungsun Kim
5. Liping Gao
6. Sut I. Wong
7. S. Giessner
8. Onne Janssen

Citations in the corpus

• The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, result): “This finding qualifies previous empowerment literature, showing that there are boundary conditions, in our case the matching of expectations, which may influence the way in which subordinates evaluate the effectiveness of empowering leadership (cf. van Dijke et al., 2012; X. Zhang & Bartol, 2010).”
• Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “For example, van Dijke et al. (2012) suggested that empowering leadership could have unintended side effects by examining the moderating role of empowering leadership in the relationship between procedural fairness and organizational citizenship behavior (OCB).”
• Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division (2015, result): “…(Bordin et al., 2007), role clarity (Mendes & Stander, 2011), job insecurity (Van Schalkwyk et al., 2010), extra-role behaviours/organisational citizenship (Sanne, 2010; Van Dijke et al., 2012) and turnover intentions (Albrecht & Andreetta, 2010; Chen, Sharma, Edinger, Shapiro & Farh, 2011).”
• Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior (2015, background): “This finding is consistent with previous research findings identifying self-perceived status as a critical mediator in the relationship of procedural fairness and empowering leadership with organizational citizenship behavior (e.g., van Dijke et al., 2012).”