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

Jaesub Lee

133 citations0/0 files storedManagement Communication Quarterly

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Job Satisfaction and Organizational Behavior Team Dynamics and Performance Social Power and Status Dynamics

Abstract

This study examined the extent to which (a) the quality of leader-member exchanges (LMXs) affected perceptions of distributive and procedural organizational justice and (b) perceptions of organizational justice influenced cooperative communication in the work group. Findings indicated that subordinates in low-quality LMXs perceived less distributive and procedural fairness than their peers in high-quality LMXs. Furthermore, as subordinates perceived greater fairness in distributive outcomes and procedures, they tended to believe that communication in the work group was more cooperative.

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1986Research in Organizational Behavior.1969The social psychology of organizing 1979Central Problems in Social Theory 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1990Organizational Justice: Yesterday, Today, and Tomorrow 1991Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?1980What Should Be Done with Equity Theory?1997Meta-Analytic review of leader-member exchange theory: Correlates and construct issues.

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