An Examination of the Link between Leader Motivating Language and Follower Interactional Justice

The study examines the relationship between leaders’ use of motivating language and their workers’ perceived interactional justice, that is, interpersonal and informational justice. The study also examines the influence of workers’ levels of power distance and uncertainty avoidance orientations on these relationships. We test the proposed model by conducting structural equation modeling using data from a sample of 505 participants. The findings show a positive relationship between leaders’ use of motivating language and their workers’ perceived interpersonal and informational justice. Furthermore, the study confirms our hypotheses that workers’ power distance orientation negatively moderates the relationship between leaders’ use of motivating language and workers’ perceived interpersonal justice and that workers’ uncertainty avoidance orientation negatively moderates the relationship between leaders’ use of motivating language and workers’ perceived informational justice.

Effect of good meeting practices and interactional justice on online workplace informal learning in Korea

Information Development ◽

10.1177/02666669211007189 ◽

2021 ◽

pp. 026666692110071

Author(s):

Minjung Kim ◽

Min Jae Park

Keyword(s):

Informal Learning ◽

Structural Equation ◽

Positive Impact ◽

Interactional Justice ◽

Equation Modeling ◽

Moderating Effects ◽

Informational Justice ◽

Demographic Profiles ◽

Wide Range ◽

The purpose of this study is to investigate the contextual factors that facilitate informal workplace learning during the meeting process or after the meeting in the online context. This research utilized structural equation modeling technique and the target sample of this study was fulltime workers employed at various levels within a wide range of organizations. The results show that good meeting practice has a positive impact on external scanning among the three types of informal learning. Specifically, good meeting practice is not significantly related to learning with others and self-experimentation but is positively associated with external scanning. Interactional justice, which is comprised of interactional and informational justice, has a significant effect on learning with others and the self-experimentation learning type Neither interactional nor informational justice is significantly related to external scanning. Furthermore, the moderating effects of the relationship among good meeting practices, interactional justice and informal learning are based on demographic profiles, especially gender. The findings are distinctively different in terms of several hypotheses depending on gender.

Interactional Justice and Employees’ Commitment to Supervisor in Nigerian Health Sector

International Journal of Innovation and Economic Development ◽

10.18775/ijied.1849-7551-7020.2015.25.2001 ◽

2015 ◽

Vol 2 (5) ◽

pp. 7-17 ◽

Spearman Rank Correlation Coefficient

Author(s):

Ajogwu Akoh ◽

Edwinah Amah

Keyword(s):

Health Sector ◽

Rank Correlation ◽

Interactional Justice ◽

Survey Questionnaire ◽

Spearman Rank Correlation ◽

Interpersonal Justice ◽

Informational Justice ◽

Spearman Rank ◽

The Relationship ◽

This research was designed to study the relationship between interactional justice and employees’ commitment to supervisor in Nigerian health sector. A self-administered survey questionnaire was sent out to a sample size of 103 employees, resulting in 99 responses out of which 13 copies of the questionnaire were not statistically usable. The Spearman rank correlation coefficient was used for data analysis, and our findings reveal that employees who have received fair informational and interpersonal treatments commit themselves to their supervisors. We discovered that the degree of influence exerted by interpersonal justice on employees’ commitment to supervisor was stronger than that of informational justice. We concluded that employees attach themselves to supervisors that are fair in communication and relationship. The fairness of interaction and communication boost employees’ confidence, impacting positively on employees’ commitment to supervisor and making employees see themselves as part owners in the organization. We, therefore, recommended that organizational managers or supervisors should communicate and relate properly with employees, in order to satisfy their customers and other stakeholders.

Examining the effect of functional diversity on organizational team innovation

International Journal of Innovation Science ◽

10.1108/ijis-02-2021-0027 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Gladys Esinu Abiew ◽

Eugene Okyere-Kwakye ◽

Florence Yaa Akyia Ellis

Keyword(s):

Functional Diversity ◽

Structural Equation ◽

Power Distance ◽

Uncertainty Avoidance ◽

Cultural Dimensions ◽

Content Type ◽

Team Innovation ◽

The Relationship ◽

Moderating Role

Purpose Underpinned by the information processing theory, this study aims to investigate the relationship between functional diversity and team innovation by examining the moderating role of some selected cultural dimensions (power distance, uncertainty avoidance and masculinity-femininity) in the relationship between functional diversity and innovation. Design/methodology/approach A quantitative research method was used using a structured questionnaire as a tool to collect data from 251 respondents drawn from research institutions in Ghana. Data was analysed using simple regression and hierarchical multiple regression. In addition, a structural equation model was used to conduct confirmatory factor analyses to examine whether the variables in the hypothesized model for the study captured distinct constructs that the variables were designed to measure. Findings The study revealed that functional diversity was positively related to team innovation. The study also found that functionally diverse groups are more innovative when they exhibit low uncertainty avoidance, femininity and low power distance. Practical implications These findings suggest that practices such as team communication, honesty, respect and trust would foster team unity and commitment, which would enable members to share diverse expertise towards the creation and execution of new ideas and improvement of productivity in the country. Originality/value The study examined the relationship between functional diversity and team innovation by examining the moderating role of some selected cultural dimensions (power distance, uncertainty avoidance and masculinity-femininity) in the relationship between functional diversity and innovation.

Workplace Perceptions and Workplace Incivility in Egypt

Social Issues in the Workplace ◽

10.4018/978-1-5225-3917-9.ch039 ◽

2017 ◽

pp. 755-775 ◽

Author(s):

Mamdouh Zaky Ewis

Keyword(s):

Organizational Support ◽

Psychological Contract ◽

Structural Equation ◽

Interactional Justice ◽

Workplace Incivility ◽

Equation Modeling ◽

Contract Breach ◽

Organizational Cynicism ◽

Administrative Employees ◽

Using a sample of two hundred and ninety two administrative employees from five universities in Egypt completed the survey, the survey response rate was 58.4%, this study examined whether organizational cynicism mediated the effects of workplace perceptions represented in distributive, procedural, interactional justice (DJ, PJ and IJ), perceived organizational support (POS), and Perceived of Psychological Contract Breach (PPCB) on workplace incivility. DJ, PJ, IJ and POS were found to significantly and negatively influence both organization cynicism and workplace incivility. PPCB was found to significantly and positively influence both organization cynicism and workplace incivility. Results from Structural Equation Modeling (SEM) also showed that organizational cynicism partially mediates the relationship among DJ, PJ, IJ, POS, and PPCB and workplace incivility. Implications for research and practice of our findings are discussed.

Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism

Journal of Management Development ◽

10.1108/jmd-07-2020-0216 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Fenika Wulani ◽

Marliana Junaedi

Keyword(s):

Cultural Values ◽

Structural Equation ◽

Power Distance ◽

Moderating Effect ◽

Equation Modeling ◽

Content Type ◽

Deviant Behaviors ◽

Interpersonal Deviance ◽

Managerial Employees ◽

PurposeThis study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.Design/methodology/approachThis study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.FindingsThis study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.Practical implicationsManagers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.Originality/valueFew studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

The effects of leader's perception of interactional justice on member's affective organizational commitment

The Korean Journal of Industrial and Organizational Psychology ◽

10.24230/kjiop.v26i2.297-315 ◽

2013 ◽

Vol 26 (2) ◽

pp. 297-315

Author(s):

WonKyung Oh ◽

MinSoo Kim ◽

KeonKang Son ◽

KyungSik Sin

Keyword(s):

Organizational Commitment ◽

Structural Equation ◽

Interactional Justice ◽

Multilevel Structural Equation Modeling ◽

Equation Modeling ◽

Affective Organizational Commitment ◽

Justice Perception ◽

And Behavior ◽

Multilevel Structural Equation ◽

The previous justice literatures have studied that member's justice perception influenced member’s attitude and behavior. Since the study of Tepper & Taylor(2003), the recent literature emphasize the necessity of considering trickle-down effect that focus on justice perception flows from leader to member and eventuates influence employee attitude. Therefore, We hypothesized that member' interactional justice perception will be influenced by leader' interactional justice perception in organization. To test multilevel analysis, we collected the survey data from 240 leader and 5626 members and analyzed Multilevel Structural Equation Modeling using Mplus 5. In result, We found that member’ interactional justice increases affective organizational commitment and mediate the relationship between leader' interactional justice and affective organizational commitment.

Perceptions of leader transformational justice and job satisfaction in public organizations

International Journal of Public Leadership ◽

10.1108/ijpl-01-2018-0007 ◽

2018 ◽

Vol 14 (2) ◽

pp. 80-95 ◽

Author(s):

Hassan Barau Singhry

Keyword(s):

Job Satisfaction ◽

Organizational Behavior ◽

Structural Equation ◽

Public Organizations ◽

Equation Modeling ◽

Continuous Change ◽

Content Type ◽

Informational Justice ◽

Purpose Transformational leadership (TL) is one among the leadership behaviors that is important in a period of uncertainty and continuous change. The behavior affects employees’ job satisfaction (JS) and performance. Nevertheless, there is an inconclusive debate over how organizational justice (OJ) can help transformational leaders to influence employees’ (JS). Therefore, the purpose of this paper is to investigate the role of OJ on the relationship between TL and employees’ JS. Design/methodology/approach The study employed a quantitative research design based on cross-sectional strategy. Structured questionnaires were distributed and data were collected from a sample of 418 middle managers of public organizations in Nigeria. Multiple regressions aided by structural equation modeling were employed to test four hypotheses. Findings The regression results support the mediating role of OJ, such as distributive, procedural, interpersonal and informational justice between TL and JS. Equally, the relationship between TL and JS, TL and OJ, and OJ and JS are all positive and significant. Overall, the influence of TL and OJ has a strong explanatory effect on JS. Originality/value This study adds to the literature of human resource management and organizational behavior by empirically validating and integrating TL theory with the four dimensions of OJ theory. The study will be beneficial to the top management and middle-level employees in public organizations.

Fairness, teachers' non‐task behavior and alumni satisfaction

Journal of Educational Administration ◽

10.1108/09578230810882036 ◽

2008 ◽

Vol 46 (4) ◽

pp. 514-538 ◽

Cited By ~ 3

Author(s):

Pablo Zoghbi Manrique de Lara

Keyword(s):

Organizational Citizenship Behavior ◽

Structural Equation ◽

Interactional Justice ◽

Teaching Quality ◽

Equation Modeling ◽

Perceived Fairness ◽

Content Type ◽

Task Behavior ◽

Teaching Satisfaction ◽

PurposeThe purpose of this study is to examine the relationship between interactional justice, as a type of organizational justice that reflects the teachers' perceived fairness of supervisor treatment, and their non‐task behavior in terms of organizational citizenship behavior (OCB) and deviant workplace behavior (DWB).Design/methodology/approachData were collected from 270 teachers (by e‐mail) and 22,599 students (by personal distribution) at a Spanish public university. Structural Equation Modeling (SEM) was used for testing mediation and multiple regression for analyzing the non‐task and teaching satisfaction association.FindingsResults show that justice is an antecedent of group commitment that fully mediates the relationship between justice and non‐task behavior except DWB‐Colleagues. Results also reveal an association between non‐task behavior, except DWB‐Organization and DWB‐Colleagues, and teaching satisfaction.Research limitations/implicationsThe researched teachers' job conditions are inherent to the peculiarities of the public sector that may limit the ability to extrapolate the findings in the private sector. The findings provide a more understandable mechanism of the influence of the supervisor's justice on non‐task behavior and, in turn, on teaching satisfaction.Practical implicationsThese findings contribute to a better understanding of the ways in which universities can control non‐task behavior and provide lines to design a more efficient department management strategy. The emotional and fair proximity of the supervisor, eliciting the group teachers' sense of affective commitment, appears as an effective quality strategy for universities.Originality/valueThe study of the joint interaction of justice and group commitment variables against DWB and in favor of OCB, and its consequent effect on teaching quality, is unprecedented in higher education.

Workplace Perceptions and Workplace Incivility in Egypt

International Journal of Customer Relationship Marketing and Management ◽

10.4018/ijcrmm.2014100104 ◽

2014 ◽

Vol 5 (4) ◽

pp. 58-82 ◽

Author(s):

Mamdouh Zaky Ewis

Keyword(s):

Organizational Support ◽

Psychological Contract ◽

Structural Equation ◽

Interactional Justice ◽

Workplace Incivility ◽

Equation Modeling ◽

Contract Breach ◽

Organizational Cynicism ◽

Administrative Employees ◽

An examination of the associations among cultural dimensions, relational silence and stress

Personnel Review ◽

10.1108/pr-08-2014-0189 ◽

2016 ◽

Vol 45 (3) ◽

pp. 593-604 ◽

Cited By ~ 9

Author(s):

Alisher Tohirovich Dedahanov ◽

Dohyung Lee ◽

Jaehoon Rhee ◽

Sardorbek Yusupov

Keyword(s):

Structural Equation ◽

Power Distance ◽

Cultural Dimensions ◽

Equation Modeling ◽

Content Type ◽

Mediating Role ◽

Confirmatory Factor ◽

The Relationship ◽

Self Administered Questionnaire

Purpose – The purpose of this paper is to examine the relationship between power distance, collectivism and relational silence; the associations between relational silence and stress; and the mediating role of relational silence in the link between power distance, collectivism and stress. Design/methodology/approach – The authors conducted a survey among 1,153 highly skilled employees using a self-administered questionnaire. The authors received 813 responses from a total of 1,153 individuals. Among the 813 responses, the authors excluded 81 due to incomplete data, and thus analyzed a total of 732 responses. The overall response rate was 63.4 percent. Confirmatory factor analysis and structural equation modeling were utilized for the analyses. Findings – The findings suggest that power distance and collectivism induce relational silence; relational silence increases stress and mediates the associations between power distance, collectivism and stress. Originality/value – The present study is the first to provide empirical evidence of a link between power distance, collectivism and relational silence; the relationship between relational silence and stress; and the role of relational silence in mediating the associations between power distance, collectivism and stress.