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dc.contributor.authorBurton, Jamesen_US
dc.contributor.authorSablynski, Chrisen_US
dc.contributor.authorSekiguchi, Tomokien_US
dc.date.accessioned2018-09-20T17:03:09Z
dc.date.available2018-09-20T17:03:09Z
dc.date.issued2008-09
dc.identifier.citationBurton, J, et al. (2008). Linking justice, performance, and citizenship via Leader-Member Exchange. Journal of Business & Psychology, Vol. 23 (Issue 1/2) pp. 51 -61. DOI 10.1007/s10869-008-9075-z.en_US
dc.identifier.otherDOI 10.1007/s10869-008-9075-z
dc.identifier.urihttps://commons.lib.niu.edu/handle/10843/18516
dc.description.abstractWhile organizational justice continues to garner attention by researchers, why perceptions of justice influence a variety of outcomes is still in need of explanation. In this paper, we examine one type of social exchange process that may provide a better link between perceptions of fairness and important organizational outcomes. Specifically, we examine how leader–member exchange (LMX) affects the relationship between employee perceptions of fairness and supervisor-rated performance and organizational citizenship behaviors (OCBs). Data from our study demonstrates that LMX fully mediates the relationship between interactional justice and performance and OCBs. In addition, the results demonstrate that LMX moderates the relationship between both distributive and procedural justice and OCBs.en_US
dc.language.isoen_USen_US
dc.publisherJournal of Business & Psychologyen_US
dc.subjectLeader-Member Exchangeen_US
dc.subjectJusticeen_US
dc.subjectPerformanceen_US
dc.subjectSocial Exchange Processen_US
dc.subjectOrganizational Citizenship Behaviorsen_US
dc.titleLinking justice, performance, and citizenship via Leader-Member Exchangeen_US
dc.type.genreArticleen_US
dc.typeTexten_US
dc.contributor.departmentDepartment of Managementen_US
dc.rights.statementIn Copyrighten_US


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