Linking Justice, Performance, and Citizenship via Leader–Member Exchange

By James P. Burton, Chris J. Sablynski, Tomoki Sekiguchi. 2008

108 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6baeb6064c94b127ad893b9c9e1a38992524d113

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. Kenneth J. Harris
2. Christopher C. Rosen
3. Michele Kacmar
4. H. Thomas
5. Jessica Y. Xu
6. Joanna Georgalis
7. Ramanie Samaratunge
8. Ying Lu

In Sociology and Political Science

1. Kenneth J. Harris
2. Christopher C. Rosen
3. Michele Kacmar
4. E. Vigoda-Gadot

Citations in the corpus

• Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “From an employee perspective, change is played out on a day-today basis, and the change implementation process therefore involves a social exchange between an employee and his/her supervisor; that is, Leader–Member Exchange (LMX) (Burton et al., 2008; Furst and Cable, 2008; LeBrasseur et al., 2002).”
• LMX, Context Perceptions, and Performance: An Uncertainty Management Perspective (2011, methodology): “However, empirical research has not substantiated this perspective (Burton et al., 2008; Harris & Kacmar, 2005).”
• How can leaders achieve high employee engagement (2011, background): “); and that high quality leader-member exchange positively predicts organizational citizenship behaviors ( Burton et al. , 2008”