Leader-Member Exchange, Perceived Organizational Justice, and Cooperative Communication

Abstract

This study examined the extent to which (a) the quality of leader-member exchanges (LMXs) affected perceptions of distributive and procedural organizational justice and (b) perceptions of organizational justice influenced cooperative communication in the work group. Findings indicated that subordinates in low-quality LMXs perceived less distributive and procedural fairness than their peers in high-quality LMXs. Furthermore, as subordinates perceived greater fairness in distributive outcomes and procedures, they tended to believe that communication in the work group was more cooperative.