Transformational leadership, cohesion perceptions, and employee cynicism about organizational change: the mediating role of justice perceptions

Article Abstract:

A study examines the impact of supervisors' transformational leadership (TFL), informational and interpersonal justice, and group cohesion perceptions on employee cynicism about organizational change (CAOC). Results indicate that TFL is negatively related to employee CAOC and that the relationship is mediated by employees' informational and interpersonal justice perceptions.

Evaluation, Social justice

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Leader-member social exchange (LMSX): development and validation of a scale

Article Abstract:

Researchers often measure leader-member exchange with scales which are meant to measure vertical dyad linkages and not social exchanges. A new scale called leader-member social exchange (LMSX) is described which can be used to assess different components of the supervisor-subordinate relationship.

Usage, Innovations, Measurement, Rating scales (Social science research), Rating scales, Report, Leader-member exchange theory

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Justice, cynicism, and commitment: a study of important Organizational change variables

Article Abstract:

A study investigates the interactive effects of three forms of organizational justice on affective change commitment. Results indicate that procedural and interactional justice predicts organizational cynicism and that each form of justice interacts with cynicism to predict change commitment.

Cynicism

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