Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication

By Jaesub Lee. 2001

145 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d101c1db655f8d972c502acfef266a46769d91f5

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Active and Passive Accomplices: The Communal Character of Workplace Bullying (2010, unknown): “the workplace (Gomez & Rosen, 2001; Lee, 2001).”
Examining the positive and negative effects of guanxi practices: A multi-level analysis of guanxi practices and procedural justice perceptions (2011, unknown): “procedural justice (e.g., Bhal, 2006; Lee, 2001; Pillai, Scandura, & Williams, 1999).”
Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges (2006, result): “Despite several recent studies (e.g. Lamertz, 2002; Lee, 2001; Masterson et al., 2000; Scandura, 1999; Sias & Jablin, 1995), these issues have not received much research attention to date.”
Parent–Child Relationships: Planting the Seeds of Deviant Behavior in the Family Firm (2012, background): “Additionally, because LMX differentiation provokes the comparison of leader– subordinate dyads, fairness perceptions are critical in predicting subordinates’ behavior (Henderson et al., 2009; Lee, 2001).”
Leader-Member Exchange and Organizational Communication Satisfaction in Multiple Contexts (2002, methodology): “…such as discourse patterns, upward influence, communication expectations, cooperative communication, perceived organizational justice, and decision making practices (e.g., Fairhurst, 1993; Fairhurst & Chandler, 1989; Jablin, 1987; Krone, 1992; Lee, 1997, 2001; Lee & Jablin, 1995; Yukl & Fu, 1999).”
A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors (2019, background): “Importantly, we encourage the examination of employees’ perceptions of top management BLM because employees’ perceptions serve as their reality in organizational settings (e.g., Lamertz, 2002; Lee, 2001).”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “Adopting further specificity in relation to justice dimensions, Lee (2001) found that the quality of LMX is positively related to both perceived distributive and procedural fairness.”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…justice (fairness of organizational inter-personal relations and accessibility of equal opportunities) (e.g., Cropanzano et al., 2002; Folger & Corpanzano, 1998; Kernan & Hanges, 2002; Miller & Lee, 2001; Moorman, 1991; Niehoff & Moorman, 1993; Robbins, 1993; Tang & Sarsfield-Baldwin, 1996).”