The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences.

By David M. Mayer, L. Nishii, Benjamin Schneider, Harold W Goldstein. 2007

236 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/cc40b960bd034caae41023337a531d47e5ff7d4a

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Multilevel Influences on Voluntary Workplace Green Behavior: Individual Differences, Leader Behavior, and Coworker Advocacy (2017, background): “Among such outcomes, social atmosphere is one that leaders play a significant role in generating (Mayer et al., 2007).”
Fairness at the Group Level: Justice Climate and Intraunit Justice Climate (2009, methodology): “Team members tend to report a fairer climate when their group is small, when they are collectivistic, when members work interdependently, and when their leader is agreeable (Colquitt et al., 2002; Ehrhart, 2004; Mayer et al., 2007; Roberson, 2006b).”
Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “Whereas work climate perceptions are often shaped by the behavior and policies of managers (Darr and Johns, 2004; Mayer et al., 2007; Pritchard and Karasick, 1973; Zohar, 2002), the nature of the social exchanges the subordinate has with his or her manager is likely to impact perceptions of the work”
When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice (2014, background): “Supervisors who treat employees with fairness and respect are more agreeable toward their subordinates (Mayer et al., 2007) and apt to show genuine concern for employees experiencing high emotional strain.”
Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “Mayer et al. (2007) found that the relationship between individual interpersonal and informational justice perceptions depends on the related justice climate such that the relationships increase in strength when justice climates are high.”
Ethical Leader Behavior and Big Five Factors of Personality (2011, background): “The relatively high correlations between the Big Five traits and the relatively low correlations between leader personality and the ethical leadership measure may explain why the change in R is not significant (cf. De Hoogh et al., 2005; Judge and Bono, 2000; Mayer et al., 2007).”
Organizational climate and culture. (2009, unknown): “Recent research inthat area hasdemonstratedthat procedural justice climate could be predicted by team size andteam collectivism (Colquittet al.2002), servant leadership (Ehrhart 2004, Walumbwa et al. 2010), and leader personality (Mayer et al. 2007).”
Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory (2011, background): “…as a function of their personal dispositions without measuring behavioral indicators of those dispositions (e.g., Judge, LePine, & Rich, 2006; Mayer et al., 2007; Ng, Ang, & Chan, 2008)—we investigated the direct relationship between managers’ IPT and employees’ perceptions of the…”