Organisational justice mechanisms’ mediating leadership style, cognition- and affect-based trust during COVID-19 in South Africa

Leadership in organizations is important in shaping workers' perceptions, responses to organizational change, and acceptance of innovations, such as evidence-based practices. Transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges. Studies have shown that in youth and family service organizations, mental health providers' attitudes toward adopting an evidence-based practice are associated with organizational context and individual provider differences. The purpose of this study was to expand these findings by examining the association between leadership and mental health providers' attitudes toward adopting evidence-based practice. Participants were 303 public-sector mental health service clinicians and case managers from 49 programs who were providing mental health services to children, adolescents, and their families. Data were gathered on providers' characteristics, attitudes toward evidence-based practices, and perceptions of their supervisors' leadership behaviors. Zero-order correlations and multilevel regression analyses were conducted that controlled for effects of service providers' characteristics. Both transformational and transactional leadership were positively associated with providers' having more positive attitudes toward adoption of evidence-based practice, and transformational leadership was negatively associated with providers' perception of difference between the providers' current practice and evidence-based practice. Mental health service organizations may benefit from improving transformational and transactional supervisory leadership skills in preparation for implementing evidence-based practices.

The primary purpose of this study was to explore the relationships among distributive justice, procedural justice, interactional justice, job stress, cognition-based trust, and affect-based trust; the secondary purpose was to determine the effect of distributive justice, procedural justice, interactional justice, cognition-based trust, and affect-based trust on job stress in hospital organizations. Data were collected using scales of job stress, organizational justice, and organizational trust. The study was conducted in two public hospitals in Turkey. A total of 432 health personnel participated in this study. This study showed that both cognition-based trust and affect-based trust were significantly positively correlated to the three dimensions of organizational justice (distributive justice, procedural justice, and interactional justice), but they were significantly negatively related to job stress. According to regression analysis, organizational justice was a significant predictor for job stress. In the working environment of hospitals, job stress and perceptions of organizational justice are significant variables that affect employees' working processes and their feelings of trust in their organization. Reducing employees' job stress and improving their perceptions of organizational trust and organizational justice can improve their levels of cognition-based trust and affect-based trust regarding their managers. As the job stress of nurses decreases, the effectiveness of health services may increase as organizational trust and justice develop.

This study empirically examines the impact of transformational and transactional leadership on organizational commitment, focusing on the parallel multiple mediating effects of procedural justice and distributive justice. While previous studies have primarily analyzed the direct effects between leadership and organizational commitment or tested single mediating variables, there has been insufficient understanding of the differential roles that procedural justice and distributive justice play when operating simultaneously, as well as limited explanation for the inconsistent effects of transactional leadership. Using data from the 2024 Public Service Life Survey conducted by the Korea Institute of Public Administration, this study analyzed 6,444 civil servants from central government agencies, metropolitan governments, and local governments through Partial Least Squares-Structural Equation Modeling(PLS-SEM). The results indicate that transformational leadership had a strong positive effect on organizational commitment, while transactional leadership had a negative effect. Procedural justice positively influenced organizational commitment, whereas distributive justice negatively influenced it. Transformational leadership had a greater impact on procedural justice, while transactional leadership had a relatively stronger impact on distributive justice. Procedural justice positively mediated the relationship between both leadership types and organizational commitment, whereas distributive justice negatively mediated it. Due to these contradictory mediating effects, the total effect of transactional leadership on organizational commitment was negative. This study contributes to the refinement of justice theory by demonstrating that the multi-dimensionality of organizational justice has differential impacts on organizational commitment, and enhances theoretical coherence by explaining the inconsistent effects of transactional leadership through contradictory mediating effects. Practically, public sector managers should actively employ transformational leadership behaviors and prioritize strengthening procedural justice, while exercising caution in overemphasizing distributive justice.

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

PurposeThis study aims to analyse how consumers' perceptions of justice in a service recovery scenario vary, not only due to the company's actions but also due to the comparisons they make with the experiences of other consumers.Design/methodology/approachBased on justice theory, social comparison theory and referent cognitions theory, this study describes an eight-scenario experiment with better or worse interactional, procedural and distributive justice (better/worse interactional justice given to other consumers) × 2 (better/worse procedural justice given to other consumers) × 2 (better/worse distributive justice given to other consumers).FindingsFirst, consumers' perceptions of interactional, procedural and distributive justice vary based on the comparisons they draw with other consumers' experiences. Second, the results confirmed that interactional justice has a moderating effect on procedural justice, whereas procedural justice does not significantly moderate distributive justice.Originality/valueFirst, based on justice theory, social comparison theory and referent cognitions theory, we focus on the influence of the treatment received by other consumers on the consumer's perceived justice in the same service recovery situation. Second, it is proposed that the three justice dimensions follow a defined sequence through the service recovery phases. Third, to the best of the authors' knowledge, this study is the first to propose a multistage model in which some justice dimensions influence other justice dimensions.

Purpose – The main purpose of this study is to research the mediating effect of employees’ cognition-based trust in their immediate supervisors in the relationship between supervisors’ virtual technology competence and employees’ affect-based trust in their supervisors. Design/methodology/approach – Dataset of the study consists of total 162 questionnaires gathered from 126 academic and 36 administrative staff at a faculty and college of a state university in Ankara. Data input and analyses were done with SPSS software. Validity, reliability, Pearson correlation, hierarchical regression, and Sobel test analyses were employed in this study. Findings – According to the analysis results of the study, supervisors’ virtual technology competence directly affects employees’ cognition-based trust in their immediate supervisors in a significant and positive way. And then, cognition-based trust has a direct, significant and positive effect on employees’ affect-based trust in these supervisors. Also, supervisors’ virtual technology competence indirectly affects employees’ affect-based trust in their immediate supervisors only through “cognition-based trust” in a significant and positive way. In other words, cognition-based trust has been a full mediating variable in the established mechanism. Discussion – In this study, answer is sought for the question of “is it possible to increase the benefit of trust to the organization and thus to contribute to the organization through the enhancing effects of an increment in supervisors’ level of virtual technology compece on the levels of cognition- and affect-based trust in these supervisors?”. According to the research results, it is possible to contribute to the organization thanks to the mechanism established in this study.

This study is aimed to know the direct and indirect effect of the transformational leadership, distibutive justice, procedural justice, interactional justice towards nurses’ work engagement which is mediated by distributive justice, procedural justice, and interactional justice. The 117 nurses who worked in the hospitalization section Grade III in RSUD Tugurejo Semarang were the population of the study.The sample of this study was taken by using propotioned random sampling methodology. 91 nurses were taken as the sample of the study. The method of data collection is by questionares which was measured by likert scale. Data analysis using SPSS for Windows version 21. The result of theis study showed transformational leadership have positive effect on distributive justice, procedural justice, and interactional justice. Distributive justice and interactional justice have positive effect on work engagement. Transformational leadership and procedural justice have no effect on work engagement. Distributive justice, procedural justice, and interactional justice was able to mediate the relationship of the transformational leadership towards nurses’ work engagement in hospitalization section Grade III in RSUD Tugurejo Semarang.

PurposeThe purpose of this study is to investigate the impact of enterprise social media (ESM) use on two trust dimensions – affect-based trust (ABT) and cognition-based trust (CBT) – as mediators in the relationship between ESM use and knowledge sharing. In the first stage of the proposed model, the authors also consider transparent communication (TC) and personal blogging with colleagues (PBC) during work and non-work hours as moderators that reshape trust levels and subsequently promote knowledge sharing within the organisation.Design/methodology/approachThe authors collected the data in three waves from employees in China, the world’s largest market for social media. Five companies, including three information technology companies and two software companies, were targeted for data collection. Initially, a total of 403 ESM users were recruited, but the final sample in the final round was reduced to N = 292. The authors used Mplus (v8.5) to calculate direct path coefficients and indirect moderated-mediation effects.FindingsThe use of ESM promotes ABT and CBT, thereby improving knowledge sharing. ABT and CBT both fully mediate the effect of ESM use on knowledge sharing. However, the research reveals paradoxical findings regarding moderation. For example, on the one hand, TC negatively moderates the association between ESM use and ABT, thereby reducing knowledge sharing in the workplace. On the other hand, TC strengthens the relationship between the use of ESM and CBT, thereby increasing knowledge sharing. These contradictory findings indicate that TC functions as a double-edged sword; thus, the effective use of ESM in the workplace requires managers’ intervention. Finally, the analysis reveals that the moderating role of PBC strengthens the association between ESM use and both ABT and CBT, thereby increasing knowledge sharing.Originality/valueWhile stakeholders have expressed concern regarding the adverse impacts of workplace ESM adoption on employee performance, the authors provide a broad, novel perspective on the potential of ESM use to enhance knowledge sharing via trust (i.e. ABT and CBT). To the best of the authors’ knowledge, this is the first study to offer a comparative view of trust dimensions, such as ABT and CBT, and to discuss how, why and when TC and PBC interactions moderate the relationship of ESM to ABT and CBT and thereby lead to knowledge sharing. These interesting findings guide further research into the role of ESM in the workplace, especially research based on rational choice theory and communication visibility theory, by illuminating the ways in which employees can use ESM to reshape social communication in the workplace and thereby enhance knowledge sharing.

This study examines the impact of organizational justice perceptions and transformational leadership role on counterproductive work behavior. The study illustrates that organizational justice (procedural and interactional justice) perception and transformational leadership produces a negative impact on counterproductive work behavior (organizational and interpersonal). The reduction utilizes social exchange theory. Survey methods and purposive sampling methods was conducted by collecting primary data from respondents working as an accounting team member in the Food and Beverage sector of the Badung Regency. The primary data were processed with a multiple linear regression model. Survey results reveal that procedural justice and interactional justice as well as transformational leadership significantly impact counterproductive work behavior (organizational and interpersonal).

Employee’s Participation: A Critical Success Factor for Justice Perception under Different Leadership Styles Wai-Kwan Lau Abstract The present study proposed and tested a model that examines the relationship between leadership style, employee’s participation, and justice perceptions. The paper extended the literature of the justice by connecting three major research areas (leadership style, employee’s participation, and organizational justice), and examined the influences of leadership style and employee’s participation in shaping employee’s perception of justice. Results indicated that transactional, transformational, and dynamic leadership have positive impact on distributive, procedural, and interactional justice. Moreover, the effect of leadership style on organizational justice was indirect through employee’s participation. This study synthesized previous leadership studies and argued that leadership style can be categorized into four paradigms: classical leadership, transactional leadership, transformational leadership, and dynamic leadership. This typology provided a broad basis allowing for different forms of leadership to be evolved at different times and in different places. This study showed the importance of leadership in creating the correct atmosphere, and promoting positive or negative employee attitudes during decisionmaking process. This has important implications for the selection, training and development of managers. Full Text: PDF DOI: 10.15640/jmpp.v2n4a3

This study investigated the role of psychological contract breach, procedural justice, and interactional justice in influencing employees' anticitizenship behaviors. It was posited that the association between contract breach and these negative employee outcomes would be moderated by perceptions of both procedural and interactional justice. In particular, employees' anticitizenship behaviors are hypothesized to be higher following a breach when both procedural and interactional justice are low. One hundred and sixty-five employees from a variety of organizational settings completed measures of contract breach, procedural justice, and interactional justice whereas their respective supervisors completed a measure of anticitizenship behavior. Results revealed a 3-way interaction between contract breach, procedural justice, and interactional justice on anticitizenship behavior. The nature of the interaction was further investigated through simple slope analyses. Consistent with the study's propositions, anticitizenship behavior was higher following a contract breach when both procedural and interactional justice were low. Theoretical and practical implications as well as directions for future research are discussed.

The authors investigated the relationship between organizational justice and organizational retaliation behavior—adverse reactions to perceived unfairness by disgruntled employees toward their employer—in a sample of 240 manufacturing employees. Distributive, procedural, and interactional justice interacted to predict organizational retaliation behavior. A relation between distributive justice and retaliation was found only when there was low interactional and procedural justice. The 2-way interaction of distributive and procedural justice was observed only at a low level of interactional justice, and the 2-way interaction of distributive and interactional justice was observed only at a low level of procedural justice.

Research aims: This study aims to determine the mediation of affective commitment on the effects of organizational justice, consisting of distributive justice, procedural justice, and interactional justice, on the knowledge transfer to employees at Diskominfo Kebumen Regency. The purpose of this research is also to find out the effect of distributive, procedural, and interactional justice on affective commitment, the effect of affective commitment on knowledge transfer, and the mediating role of affective commitment in the relationship between distributive, procedural, and interactional justice on knowledge transfer.Design/Methodology/Approach: This study used a quantitative approach with the path analysis method. Respondents in this study were employees at Diskominfo Kebumen. The sample used was 78 respondents who were taken by the total sampling technique.Research findings: This study found that distributive justice, procedural justice, and interactional justice significantly and directly affected affective commitment. The study results also showed a significant direct effect of affective commitment on knowledge transfer. Also, distributive justice, procedural justice, and interactional justice indirectly affected knowledge transfer through the mediation of affective commitment.Theoretical contribution: There are few previous studies on distributive, procedural, and interactional justice variables. The difference in this research lies in the research model development and the existing respondents’ characteristics.Practitioner/Policy implication: Based on this research, Diskominfo Kebumen, in the future, can pay attention to the variable aspects of this research in the decision-making process and the development of employee capabilities.Research limitation/Implication: The limitation in this study is that there are still few references related to variables, so mediation is needed. For example, no research addresses the direct relationship between knowledge transfer and organizational justice. Therefore, the scope for exploratory research is limited, and the research model and analysis methods must be adjusted.

본 연구에서는 급변하는 환경에 살아남기 위해 필요한 조직유효성의 하나인 창의적 행동을 연구하였다. 이를 위해 변혁적 리더십을 독립변수로 하되 하위변수로는 이상적 영향력, 지적 자극 및 개별적 배려로 하고, 매개변수로는 신뢰로 하되 정서기반 신뢰와 인지기반 신뢰로 하였다. 실증분석을 위해서 리더십이 발생하는 중소기업, 대기업 및 공기업에 근무하는 직장인 총 211명을 대상으로 하였으며 그 결과를 바탕으로 시사점을 제시하였다. 연구결과 변혁적 리더십의 세 가지 차원인 이상적 영향력, 지적 자극, 개별적 배려는 창의적 행동에 유의한 직접효과가 있는 것으로 분석되었으며, 매개효과의 경우에는 정서기반 신뢰가 변혁적 리더십이 창의적 행동에 미치는 영향에 완전 매개하는 것으로 분석되었으나 인지기반 신뢰는 부분적으로 매개효과가 있는 것으로 분석되었다. 즉, 정서기반의 신뢰를 기반으로 하는 변혁적 리더십이 창의적 행동을 높여줄 것이다. 또한, 통제변수에 따른 영향력은 남성, 30대 미만, 공기업에 다니는 직장인에 대해 변혁적 리더십이 창의적 행동에 더 크게 나타났다. This study investigated creative behavior, one of organizational effectiveness, needed to survive in the rapidly changing circumstances. So, transformational leadership was setting as independent variables consist of ideal influence, intellectual stimulus and individual consideration, and affect-based trust and cognition-based trust was setting as mediating variables. For this study, 211 of the respondent, who are attending various companies, answered this questionnaire. This study shows that ideal influence, intellectual consideration and individual consideration of transformational leadership have positive(+) direct impact to creative behavior, and in affect-based trust, transformational leadership has impact on the creative behavior, as fully positive(+) mediating effects. In cognition-based trust, trust has impact partly as mediating effects. Namely, transformational leadership is based on affect-based trust will be heightened after all creative behavior. Impact of control variables is more larger in man, under 30 age, public workers.

W histleblowing as a means of deterring fraud has gained more acceptance in the last ten years. For example, the Sarbanes Oxley Act of 2002 requires publicly traded companies to have a confidential whistleblowing mechanism in place. More recently, during the aftermath of the Madoff scandal, the SEC established a whistleblower hotline. Additionally, the Dodd-Frank Act of 2010 adds retaliation protections for those individuals reporting fraud to the SEC. Organizations are best served by whistleblowing when fraud is reported internally (Miceli, Near, Rehg, and Van Scotter 2012). When fraud is reported internally, a company has the ability to rectify the situation without a loss of reputation. The academic literature is supportive of whistleblowing as improving corporate governance (Bowen, Call, and Rajgopal 2010). The literature has also offered suggestions on how to make the internal whistleblowing process more amenable to employees. Seifert, Sweeney, Joireman, and Thornton (2010) suggest that fair processes provided by organizational justice encourage employees to come forward. However, while Seifert et al. (2010) find that improved organizational justice increases the likelihood of whistleblowing, the literature has not fully explored the specific mechanisms connecting these two constructs. We extend the findings of Seifert et al. (2010) by examining whether trust provides a mechanism connecting organizational justice to the likelihood of whistleblowing. We hypothesize and find that supervisor trust and organizational trust mediate the relationship between organizational justice and the likelihood of whistleblowing, using some additional data and much of the same data examined in Seifert et al. (2010).