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Article
Employee's Participation: A Critical Success Factor for Justice Perception
Accounting Faculty Research
  • Wai Kwan (Elaine) Lau, Marshall University
Document Type
Article
Publication Date
12-1-2014
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.
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Published by American Research Institute for Policy Development. The version of record is available from the publisher at http://jmppnet.com/vol-2-no-4-december-2014-abstract-3-jmpp. Copyright © 2014 The Author. All rights reserved.

DOI: 10.15640/jmpp.v2n4a3

Citation Information
Lau, (Elaine) W. K. (2014). Employee’s participation: A critical success factor for justice perception under different leadership styles. Journal of Management Policies and Practices, 2(4), 53-76.