THE MEDIATING ROLE OF ORGANIZATIONAL JUSTICE POLICIES AND PRACTICES IN THE EFFECT OF ETHICAL LEADER ON JOB PERFORMANCE

Abstract

The literature states that social exchange relationships between ethical leaders and followers are long-term due to the importance given to justice. From this point of view, it is evaluated that ethical leader behaviors develop organizational justice policies and practices and create high-quality social exchange relations between the follower-leader together with the developing understanding of justice. formed in the followers. In social exchange relations, followers create feelings of personal obligation based on the norm of reciprocity. It is evaluated that this sense of obligation, which occurs with the development of the organizational justice perception of the followers, by the ethical leader will cause the followers to show more work performance. In line with this evaluation, a model has been proposed in the research in which the mediating role of organizational justice policies and practices in the effect of ethical leadership on job performance is tested.

To test the proposed model, survey data were obtained from the employees of a factory operating in the automotive sector in Kocaeli/İzmit. The data were analyzed using SPSS and AMOS programs. The findings reveal that ethical leadership has a positive effect on job performance and that organizational justice has a mediating role in this relationship. The findings of the research provide managerial contributions to practitioners as well as enrich the literature on ethical leaders and job performance.