Leadership and culture are two constructs often studied along with organizational justice, however; much of the past research has focused on measuring these constructs broadly. By measuring these constructs at a more granular level, this study aims to explore the specific linkages between clarifying, supporting, and recognizing leader behaviors and their relationship with interpersonal and informational justice. Results from this study go beyond broader leadership theories by finding that clarifying, supporting, and recognizing leader behaviors are important for predicting interpersonal justice perceptions. In addition, clarifying and supporting leader behaviors were also important predictors of informational justice perceptions. No significant moderating effects for power distance or uncertainty avoidance were found. The implications for science and practice based on these findings are within.
|Advisor:||Roch, Sylvia G.|
|Commitee:||Randall, Jason G., Williams, Kevin J.|
|School:||State University of New York at Albany|
|School Location:||United States -- New York|
|Source:||DAI-B 79/10(E), Dissertation Abstracts International|
|Subjects:||Psychology, Occupational psychology|
|Keywords:||Culture, Individual cultural values, Informational justice, Interpersonal justice, Leadership, Organizational justice|
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