Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture

By B. Erdogan, R. Liden, Maria L. Kraimer. 2006

413 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a7d6c65c8b9490027a20a35ed1b9edf1bbdb855a

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Considering context in psychological leadership research (2009, background): “For example, it has been discovered that the quality of leader-member exchange (LMX) relationships is relatively less important to individuals employed in organizations with ‘respect for people’ cultures as opposed to cultures characterized as having ‘aggressive cultures’ (Erdogan et al., 2006).”
Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “…began to routinely tailor their choice of social exchange quality indicators and reciprocative behaviors to the focus of the justice dimensions included in the study (e.g., Aryee et al., 2002; Erdogan et al., 2006; Kernan & Hanges, 2002; Tekleab, Takeuchi, & Taylor, 2005; Wayne et al., 2002).”
Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “The result is enhanced highquality LMX because of high levels of loyalty, emotional connections, and mutual support (Erdogan et al., 2006 and Wayne et al., 2002).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “Researchers found that justice perceptions, particularly interactional justice, were related to LMX (Cohen-Charash and Spector, 2001; Cropanzano et al., 2002; Erdogan et al., 2006; Masterson et al., 2000).”
The moderating role of organizational culture in the relationship between organizational justice and organizational citizenship behaviors (2011, background): “These findings are consistent with previous research suggesting that respect for people and team orientation dimensions have moderating effects (Erdogan et al., 2006; Barrett-Howard and Tyler, 1986; Cohen et al., 2003).”
Ethical and empowering leadership and leader effectiveness (2013, background): “High-quality exchange relationships are more likely to occur when leaders are honest, trustworthy, and genuinely concerned about the well-being of their followers (Erdogan et al., 2006; Wayne et al., 2002).”
Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership (2011, background): “This is regrettable, but seems to be a common problem in organizational justice research (cp. Choi & Chen, 2007; Erdogan et al., 2006; Judge & Colquitt, 2004; Spell & Arnold, 2007; Walumbwa et al., 2009).”