Leadership and Procedural Justice Climate as Antecedents of Unit-Level Organizational Citizenship Behavior.

By Mark G. Ehrhart. 2004

1,354 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9b66f638bf0ec721de90893fd1a219e9aeaaa818

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Citations in the corpus

When Do Employees Speak up for Their Customers? A Model of Voice in a Customer Service Context (2013, methodology): “An alternative way to measure hospital-level customer-focused voice is to reword the items to refer to the hospital-level of analysis (e.g., Ehrhart, 2004; Podsakoff, Ahearne, & MacKenzie, 1997).”
Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization (2013, background): “Greenleaf's (1991) famous essay on servant leadership spearheaded a movement that continues to gain strength today.”
Peer Justice and Teamwork Process (2011, background): “Peer justice is distinct from justice climate, which, as defined, refers to the shared perceptions among unit members as to how their unit has been treated by an authority figure (Colquitt, Noe, & Jackson, 2002; Ehrhart, 2004; Naumann & Bennett, 2000).”
Servant leadership and employee outcomes: the moderating role of subordinates’ motives (2016, background): “, 2008), and OCBs (Ehrhart, 2004), and negatively associated with disengagement and turnover intentions (Hunter et al.”
Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “…indicated that the RSCM model has become the most popular paradigm for unit-level OCB measures in research examining outcomes of this collective behavior (e.g., Chen et al., 2005; Ehrhart, 2004; Ehrhart et al., 2006; Grant et al., 2011, Study 1; Kizilos et al., in press; Raver et al., 2012).”
LMX Differentiation: A Multilevel Review and Examination of its Antecedents and Outcomes (2009, background): “The theory suggests that when followers are the recipients of servant leadership behaviors they reciprocate for the support received by engaging in behaviors that benefit their leaders and fellow members, such as citizenship behaviors (Ehrhart, 2004).”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, background): “…servant leadership and leader self-sacrifice trickle down to encourage more cooperative behaviors among employees (De Cremer & van Knippenberg, 2004; van 30 † The Academy of Management Annals Dierendonck, 2011; Ehrhart, 2004; Liden, Wayne, Zhao, & Henderson, 2008; Walumbwa, Hartnell, & Oke, 2010).”
Organizational justice: New insights from behavioural ethics (2013, neutral): “Ehrhart, 2004) on individual justice judgements at work, have been proposed. To date the explicit testing of these ideas and models is limited, but again there are a growing number of studies. Weaver (1995) highlights the importance of effectively written ethical codes in promoting justice perceptio”
The Functions of a Servant Leader (2017, background): “The servant leadership questionnaire (SLQ) of Barbuto and Wheeler [41] was another instrument referenced.”
Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes (2011, background): “According to organizational climate research, climate strength usually has a moderating effect on outcomes (Gonzalez-Roma, Peiro and Tordera 2002; Schneider et al. 2002; Ehrhart 2004).”