Organizational justice and perceived team and management support: the mediating role of managerial exemplarity Rémi FINKELSTEIN , Matthieu POIROT, Workshop on Research Advances in Organizational Behavior, and Human Resource Management ,IAE, Université de Toulouse, may 2008.
A scale was developed to tap this conception of exemplarity composed of 7 items that cover two dimensions: requests relating to the task and requests relating to interpersonal relations.
The items are formulated in the following way: « Is your hierachical superior as punctual for appointments or meetings as she/he asks you to be ? » followed by a 5-point scale ranging from « not at all punctual » to « much more punctual »
A first study (Martin, 2007) valided its strong psychometric properties :
internal consistency of 0,8
Factorial analysis confirmed the two intented dimensions
Scale predicted work-related stress, negative and positive affect at work, LMX and turnover intention.
The effects of organizational injustice on the various aspects of attitudes and behaviours within organizations have been widely documented in the literature (see the metaanalyses conducted by Colquitt et al., 2001 and Cohen-Charash & Spector, 2001).
Tyler (1992) and Van den Bos (2002) showed that the employees always had no means to judge if they could trust in their manager.
Faced with uncertainty, the employees are particularly sensitive to injustice and they use behaviours of their managers as heuristic of judgement.
In our study, we consider managerial exemplarity as an heuristic of justice who could mediatize the impact of oranizational justice on LMX and TMX.
Organizational Justice, Exemplarity and LMX, TMX
Taking into account the strong influence of the three types of organizational justice discussed in the literature, our assumptions predict a partially moderating effect of exemplarity on the relationship between justice perceptions and LMX and TMX.
Mediating rol of Exemplarity Organizational Justice LMX TMX Managerial Exemplarity
Exemplarity plays the expected mediating role between perceptions of justice (except for procedural justice), and perceptions of managers’ support as measured by the evaluation of leader-member exchange (LMX) and co-workers as measured by the team-member exchange score (TMX).
results show that exemplarity contributes to decrease the negative effects of hierarchical status on LMX to the point of extinguishing it.
Futur research on Managerial Exemplarity Transformational Leadership Self-efficacy at work Managerial Exemplarity