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ABSTRACT
This study aims to illuminate the solid correlation between leadership that is employed in a Lebanese industry, organizational justice (OJ), and power that acts as the mediator between the two variables. This study intends to empirically validate that leadership style affects OJ, provided that power acts as the liaison. The sample consisted of 400 individuals working in small- to medium-sized multinational and Lebanese firms, specializing in the telecommunication and electronics retail sector, located throughout Lebanon. Path and regression analyses were employed to analyze the data and reach conclusions. The findings show that successfully implemented leadership paves the way for OJ through the basis of power exerted in an organization.
These findings are of additional value to the wide-ranging studies of human resources in business organizations and widen the scope of just treatment and fairness perceptions in the workplace. Promoting justice in organizations will lay the groundwork for a successful organization that can excel and become a pioneer in its field. Therefore, successful leaders should strive to promote perceptions of fairness in their organization in order to construct an ethical and a just workplace for their subordinates.
Keywords: Organizational Justice, Leadership, Power, Managers, Lebanon
INTRODUCTION
For the past few decades, theorists and scholars have been engaged in in-depth studies on organizational behaviors and attitudes and their implications and have conveyed wide-ranging hypotheses to validate their findings. One of such thought-provoking studies presented an interesting medley of variables consisting of leadership, organizational justice (OJ) (Tatum et al., 2003), and power. The upsurge of this deliberation is a result of the vast revolution that the business world is witnessing today. Leaders in organizations are aware of the implications of OJ and its significance in the workforce (Moon et al., 2008). Employees tend to value fairness within their organization and alter their behaviors accordingly. On the other hand, leaders may exercise power in order to achieve organizational goals. Since employees constitute the firm's most valuable assets, their leaders' behavior affects organizational outcomes (Choudhry et al., 2011). Thus, the dominating leadership style in an organization can be counted as a major asset if it contributes to the overall organizational efficiency, productivity, and growth; this gives rise to the importance of studying the effect of different leadership styles...