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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.

Introduction ,[object Object],[object Object],[object Object],[object Object]

Definition of managerial exemplarity ,[object Object]

Managerial Exemplarity Scale (MES) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Organizational justice and Exemplarity ,[object Object],[object Object],[object Object],[object Object]

Organizational Justice, Exemplarity and LMX, TMX ,[object Object]

Mediating rol of Exemplarity Organizational Justice LMX TMX Managerial Exemplarity

Hypotheses ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Participants ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Internal consistency coefficients for all scales .77 TMX .88 LMX .89 Interactional justice .88 Procedural justice .96 Distributive justice .87 Exemplarity Cronbach α

Means, Standard deviations and correlations between 7 variables tested. Note: N = 993, p <.05 0.46* 0.24* 0.31* 0.21* 0.29* 1.93 11.94 TMX (6) 0.46* 0.50* 0.42* 0.61* 2.68 10.99 LMX (5) 0.58* 0.53* 0.46* 3.34 16.51 Interactional justice(4) 0.70* 0.46* 5.60 17.99 Procedural justice (3) 0.34* 4 12.94 Distributive justice (2) 5.46 21.58 Exemplarity (1) 5 4 3 2 1 SD M

Mediation analysis Exemplarity partially accounts for the effect of interactional justice on LMX (Z =15.116; p<.0001). Interactional justice LMX Exemplarity .23 .46 .61

Exemplarity partially accounts for the effect of interactional justice on LMX (Z=10.533; p<.0001). Mediation analysis Distributive justice LMX Exemplarity .24 .33 .61

Mediation analysis N.S Procedual justice LMX Exemplarity .28 .46 .61

Exemplarity partially accounts for the effect of interactional justice on TMX (Z=8.823; p<.0001). Mediation analysis Interactional justice TMX Exemplarity .13 .45 .29

Exemplarity partially accounts for the effect of distributive justice on TMX (Z =7.474; p<.0001). Mediation analysis Distributive justice TMX Exemplarity .13 .33 .29

Mediation analysis N.S Procedural justice TMX Exemplarity .22 .46 .29

H4 (ANOVA) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mediation analysis Hierarchical Status TMX Exemplarity .007 -.14 .61

Discussion and conclusion ,[object Object],[object Object]

Futur research on Managerial Exemplarity Transformational Leadership Self-efficacy at work Managerial Exemplarity

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Module 7 Assignment This week's assignment will grant you a glimpse into the realm of modern academic research within the domain of leadership. The article provided for you to read this week will grant you insight into the structure of most professional academic papers that are published in the domain of leadership and management in general. These types of articles are also where the information found in your textbook stems from. Although I do not expect you to be strongly familiar with the jargon, structure, or research methods aspects (especially the results section) included within this paper; I would like for you to try your best to complete the following: Read the article, and write a detailed essay discussing your opinion on the article's conclusions. Then discuss how the other course materials support or refute these findings. Lastly, discuss any issues that you have with the methodology adopted in the research article. Please note that your similarity score will likely be a bit higher than normal for this paper, but try your best to keep it below 30% (paraphrasing study information in your own words should help considerably). A multi-level analysis of team climate and interpersonal exchange relationships at work t Herman H.M. Tse m,, Marie T. Dasborough b,t, Neal M. Ashkanasy " Absitrat enplayces, capecially when ite afloctive climale is atroog Q 2005 silsria lac. Al Rohts rosroed 1. Latredtactien cxchange relationatips that leadcts develop and maineain mith suberdimases within workgrumupl (D)ansereau. Grach. 6 . Bow and whether IMKX indlischecs people outwdo of the leader-meteber dyadie relabonshipu (Sias \& Jablin, 1995). WiM. Anklanip]. If 196 Sparrowe \& Liden (1997, 2005) and Cole, Schaninger, \& Harris (2002) siggest that interpersonal relationahipo behween lenders, subendinates, and coworkers constitute an interconected social system that operates in team and orgarimation. Similarly, bused on a systems perppetive, Gracn \& UhL-Bien (1995) have called for more rerearch to tiederstand bow L.MX relationships affect employeer' woek attitudes and behaviors in larger collectives of workgrocps; they argue that LMX is not only influenced by, but may also influttee, ocher exchange relationshlips within the larger system. Consequently, we posit here that L.MX may have Ynplications for team-member exchange (TMMX), which has been defined by Secrs (1989) as the relasionship guality L-twoen an individual and her or his team members. Aceording to Dientseh \& Lilen (1986), leaders oten develop high-quality LMX relationships with cnly a few subortinates because of limited time, abilitics, and resources. The differential treatment of employees in teams appean to be peoblematic bocasse employees can be seasitive to social comparison information and perceptions of unfaimees. The resulting alierod self-eoncept may then affect employees' antitudes toward TMDC (Greenberg. Adhon-James, \& Aihkanasy, 2007; Tyler \& Blader, 2003). The reasoning bere is .

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1. 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.

9. Mediating rol of Exemplarity Organizational Justice LMX TMX Managerial Exemplarity

10.

11.

12. Internal consistency coefficients for all scales .77 TMX .88 LMX .89 Interactional justice .88 Procedural justice .96 Distributive justice .87 Exemplarity Cronbach α

13. Means, Standard deviations and correlations between 7 variables tested. Note: N = 993, p <.05 0.46* 0.24* 0.31* 0.21* 0.29* 1.93 11.94 TMX (6) 0.46* 0.50* 0.42* 0.61* 2.68 10.99 LMX (5) 0.58* 0.53* 0.46* 3.34 16.51 Interactional justice(4) 0.70* 0.46* 5.60 17.99 Procedural justice (3) 0.34* 4 12.94 Distributive justice (2) 5.46 21.58 Exemplarity (1) 5 4 3 2 1 SD M

14. Mediation analysis Exemplarity partially accounts for the effect of interactional justice on LMX (Z =15.116; p<.0001). Interactional justice LMX Exemplarity .23 .46 .61

15. Exemplarity partially accounts for the effect of interactional justice on LMX (Z=10.533; p<.0001). Mediation analysis Distributive justice LMX Exemplarity .24 .33 .61

16. Mediation analysis N.S Procedual justice LMX Exemplarity .28 .46 .61

17. Exemplarity partially accounts for the effect of interactional justice on TMX (Z=8.823; p<.0001). Mediation analysis Interactional justice TMX Exemplarity .13 .45 .29

18. Exemplarity partially accounts for the effect of distributive justice on TMX (Z =7.474; p<.0001). Mediation analysis Distributive justice TMX Exemplarity .13 .33 .29

19. Mediation analysis N.S Procedural justice TMX Exemplarity .22 .46 .29

20.

21. Mediation analysis Hierarchical Status TMX Exemplarity .007 -.14 .61

22.

23. Futur research on Managerial Exemplarity Transformational Leadership Self-efficacy at work Managerial Exemplarity

24. Thank you Questions ?

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