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Both leader-member exchange (LMX) and organizational justice have commanded a great deal of attention in organizational research. Despite this attention, these two research areas are seldom integrated for examination. This dissertation aimed at helping to integrate these two areas and extend them to a higher level of analysis. Two models were developed at the individual- and group-levels of analysis. In the individual-level model, LMX quality was hypothesized to interact with role breadth self-efficacy (RBSE) and two group characteristics — LMX differentiation and intra-group communication — to impact justice perceptions. It was further hypothesized that justice perceptions would mediate the association between LMX quality and various individual outcomes. In the group-level model, it was hypothesized that LMX differentiation would impact justice climate strength in groups which in turn would affect group-level outcomes. Moreover, justice climate strength was hypothesized to impact these group-level outcomes through two group processes — relationship conflict and team-member exchange (TMX). Data collected from 413 members constituting 87 groups in a corps of cadets revealed that LMX quality interacted with RBSE, LMX differentiation, and intra-group communication to affect procedural and interactional justice perceptions. In addition, distributive, procedural, and interactional justice perceptions partially mediated the impact of LMX quality on group members' commitment to the leader, satisfaction with the leader, job performance, and citizenship behaviors to different degrees. When extended to the group-level of analysis, LMX differentiation in groups was found to lower the strength of distributive, procedural, and interactional justice climates in the groups. These weak justice climates promoted more relationship conflict and hindered social exchange among group members. They also dampened group members' commitment to the group, satisfaction with the group, group performance, and citizenship behaviors in the group. Contributions, practical implications, and future directions for research on LMX and organizational justice are discussed. / Ph. D.

[pt] Em um contexto marcado por crises políticas, sociais e econômicas, correntes teóricas acerca do tema Liderança assumem nova configuração ressaltando a relevância da ética e moralidade no processo de liderar. Diante do clima de medo e incerteza gerado por essas adversidades (NORTHOUSE, 2010), o grande desafio dos últimos tempos parece ser restabelecer a confiança, esperança e otimismo (AVOLIO e GARDNER, 2005). Este estudo analisou a influência da liderança ética sobre os funcionários no que diz respeito ao desempenho, comprometimento com a meta e cidadania organizacional através da qualidade da relação de troca entre o líder e seus subordinados (LMX). A pesquisa foi realizada em uma empresa multinacional de telecomunicações, com uma amostra de 161 vendedores e 15 gerentes de lojas. Os resultados indicam que há uma relação significativa da ética do líder com a qualidade do relacionamento com seus seguidores e consequente desempenho individual. / [en] In a context marked by political, social and economic crisis, theoretical currents concerning the subject leadership assume new configurations standing out the relevance of the ethics and morality in the leadership process. Given the climate of fear and uncertainty generated bythese adversities (NORTHOUSE, 2010), the great challenge of the present tiem seems to be to reestablish confidence, hope and optimism (AVOLIO and GARDNER, 2005). This study analyzed the influence of ethical leadership on the performance of the workers, goal commitment and organizational citizenship through the quality of the relationship (LMX) established between the leader and his subordinate. The research was carried through in a multinational telecommunications company, with a sample of 161 salesmen and 15 store managers. The results indicate a significant relationship between the ethics of the leader and the quality of the relationship they have with their followers and consequent individual performance.

The background to this study is the high employee turnover that prevails in the grocery retail. The personnel management in the organisation is considered to have the opportunity to influence the employee turnover and the possibility of influence varies depending on the position. A middle manager is the manager who works closest to the employees and can thus affect the employee turnover in different ways. For example, the middle manager can influence this by creating a group where everyone feels involved. In addition to this, there are a number of studies that show that the relationship with the immediate manager is of importance for whether or not the employee chooses to remain within the organisation. The social relationships between middle managers and employees are important for employees´ choices in remaining within the organisation. Furthermore, employeeship is mentioned as a prerequisite for the employee to not quit. Since a number of studies mention the importance of well–functioning social relations between employees and middle managers, the study's authors have chosen to apply the LMX theory in the study. The LMX theory concerns the purpose of the study–to create an understanding of how the social relationships between employees and middle managers can be shaped and developed to create trust in the grocery retail. The present study has a qualitative approach and the data collection consists of ten semi–structured interviews with both employees and middle managers in the grocery retail. The empirical study shows that the respondents are concerned about the social relationships and consider these as a prerequisite for the organization to function in a desirable way. The empirical material identifies a number of key concepts that contribute to the study's analysis. Some of the concepts that were brought up in the social relationships were respect, responsiveness, communication and feedback. During the interviews, a number of different factors were identified that are considered to lead to high–quality social relationships between employees and middle managers. The conclusions show the importance that both middle managers and employees show an interest in each other and the will to deepen their social relationships. It also appears that none of the parties can perform in a desirable way if there is a lack of well-functioning social relationships. The high–quality relationships are determined by the personal chemistry and commitment to deepen the relationship. Trust must exist between middle managers and employees for a well–functioning social interaction, regardless of the nature of the relationship to each other. / Bakgrunden till denna studie är den höga personalomsättningen som råder inom dagligvaruhandeln. Organisationens personalledning anses ha möjlighet att påverka personalomsättningen och möjligheten till inflytande varierar beroende på befattning. En mellanchef är den chef som finns närmast till hand för medarbetaren, vilket gör att hen kan påverka personalomsättningen på olika sätt. Exempelvis kan mellanchefen påverka detta genom att skapa en grupp där alla känner delaktighet. Utöver detta finns det ett antal studier som visar att relationen till den närmaste chefen är av betydelse för huruvida medarbetaren väljer att stanna kvar inom organisationen eller inte. De sociala relationerna mellanchef–medarbetare är betydelsefulla för att medarbetaren ska välja att stanna kvar i organisationen. Vidare nämns också medarbetarskap som en förutsättning för att medarbetaren inte ska lämna. Eftersom ett flertal studier nämner vikten av välfungerade sociala relationer mellan medarbetare och mellanchef har studiens författare valt att utgå från LMX–teorin. LMX–teorin berör studiens syfte–att skapa förståelse för hur de sociala relationerna mellan medarbetare och mellanchef kan formas och utvecklas för att skapa förtroende i dagligvaruhandeln. Föreliggande studie har kvalitativ ansats och datainsamlingen består av tio semistrukturerade intervjuer med både medarbetare och mellanchefer inom dagligvaruhandeln. I studiens empiri framgår att respondenterna är måna om de sociala relationerna och ser dessa som en förutsättning för att organisationen ska fungera på ett önskvärt sätt. I det empiriska materialet identifieras ett antal nyckelbegrepp som sedan bidrar till studiens analys. Några av de begrepp som uppkom gällande de sociala relationerna var respekt, lyhördhet, kommunikation och feedback. Vid intervjuerna identifierades ett antal olika faktorer som anses leda till högkvalitativa sociala relationer mellan medarbetare och mellanchef. I studiens slutsatser framgår vikten av att både mellanchefer och medarbetare visar intresse för varandra och är villiga att fördjupa de sociala relationerna. Det framgår också att ingen av parterna kan utföra sitt arbete på ett önskvärt sätt om det råder brist på välfungerande sociala relationer. De högkvalitativa relationerna avgörs av personkemin samt engagemang för att fördjupa relationen. Förtroende måste finnas mellan mellanchef och medarbetare för ett välfungerade socialt samspel, oavsett relationens art till varandra.

Das Personalmanagement in der öffentlichen Verwaltung steht in Zeiten von Haushaltskürzungen und demographischem Wandel vor der Herausforderung, den gestiegenen Erwartungen an Effizienz und Effektivität mit zunehmend älteren Belegschaften zu begegnen. Als ein wesentlicher Stellhebel für den Erhalt bzw. die Steigerung der Arbeitsfähigkeit der Mitarbeiter gilt in der wissenschaftlichen Debatte die Qualität des Führungsverhaltens der Führungskräfte. Im Fokus dieser Arbeit steht das Konzept altersspezifischer Führung, das sich an den individuellen, altersspezifischen Bedürfnissen des einzelnen Mitarbeiters orientiert. Es wird mittels einer standardisierten Befragung von Führungskräften und deren Mitarbeitern in einer Dienststelle der Bundesagentur für Arbeit untersucht, ob die Ausprägung altersspezifischer Führung Einfluss auf die Qualität der dyadischen Arbeitsbeziehung von Führungskraft und Mitarbeiter (LMX-Qualität) hat. Dafür wird zunächst überprüft, wie altersspezifisch die befragten Führungskräfte führen, und welche Faktoren darauf Einfluss nehmen. Im Ergebnis der Untersuchung zeigt sich, dass ein hochsignifikanter Zusammenhang zwischen altersspezifischer Führung und der LMX-Qualität besteht. Daneben stellt sich heraus, dass die befragten Führungskräfte überwiegend altersspezifisches Führungsverhalten aufweisen, wobei jedoch zu berücksichtigen ist, dass die Ergebnisse auch durch organisationale Vorgaben beeinflusst werden, die den Handlungsspielraum der Führungskräfte begrenzen. Auch wurde für die untersuchte Stichprobe festgestellt, dass Alter und Führungserfahrung die Ausprägung altersspezifischen Führungsverhaltens beeinflussen, während sich für das Geschlecht sowie eine vorurteilsfreie Wahrnehmung älterer Mitarbeiter kein Zusammenhang gezeigt hat. / One of the main challenges for the Public Sector Human Ressource Management is to meet the risen expectancies in terms of efficiency and effectiveness in spite of a significantly higher average age of its workforce. As a key factor to maintain or even enhance the employees working ability studies identified the quality of leadership. The following thesis brings the concept of age-related leadership into focus, which deals with the individual, age-related needs of the employees’. It examines the relationship between leaders age-related leadership behaviors and followers’ perception of quality of relationship with their leaders (LMX-quality) using the example of a public sector agency. Therefore the quality of the leaders’ age-related leadership behavior has to be analyzed and furthermore, which factors are having an influence. The results show a significant influence of age-related leadership behavior on followers perceived LMX-quality. Furthermore, the study found that the polled leaders show predominantly age-related leadership behaviors, which is also influenced by organizational guidelines. It also found that age and leadership experience influence age-related leadership behavior whereas no influence of gender and leaders perception of older employees were found.

The writers have examined how leaders relate to leadership at a distance and throughrelationships with their employees create a sense of coherence. Leaders refer to people whocurrently work in a leading role such as employer, manager or who have tasks whereleadership is a central part. The study was conducted using a qualitative method where eightleaders were respondents. The empirics collected through the interviews were later analyzedwith a qualitative data analysis where the empirics were categorized and then compared withthe other empirics. The empiric was then presented in the form of quotes from the respondents.The subsequent step was that the empirics were analyzed with previous research on LMX,KASAM, the employees' mood and performance. Furthermore, the quotations were alsoanalyzed with the help of the theoretical framework that consisted of the leadership theories,LMX and KASAM. The results showed that leaders experience that it is difficult to relate toleadership at a distance and this is partly due to the lack of body language and other signalsthat can be perceived in physical presence. The study's conclusion shows that the leader hasneeded to use more communication to satisfy the sense of coherence in the relationship withthe employees. / Skribenterna har undersökt hur ledare förhåller sig till ledarskap på distans och genomrelationer till sina medarbetare skapar känslan av sammanhang. Ledare avser personer som idagsläget arbetar i en ledande roll så som arbetsgivare, chef eller som har arbetsuppgifter därledarskap är en central del. Studien genomfördes med en kvalitativ metod där åtta ledare harvarit respondenter. Empirin som samlades in genom intervjuerna analyserades sedermera meden kvalitativ dataanalys där empirin kategoriserades och därefter jämfördes med den övrigaempirin. Empirin presenterades sedan i form av citat från respondenterna. Efterföljande stegvar att empirin analyserades med tidigare forskning om LMX, KASAM, medarbetarnasmående och prestationer. Vidare analyserades även citaten med hjälp av det teoretiskaramverket som utgjordes av ledarskapsteorierna, LMX och KASAM. Resultatet visade på attledare upplever att det är svårt att förhålla sig till ledarskap på distans och att detta bland annatberor på avsaknaden av kroppsspråk och andra signaler som kan uppfattas i fysisk närvaro.Studiens slutsats visar på att ledaren har behövt använda sig mer av kommunikation för atttillgodose känslan av sammanhang i relationen till medarbetarna.

Titel: Ligger ledarskapet i medarbetarens händer? - En studie om ledarskap ur ledarens perspektiv Nivå: Examensarbete på grundnivå (kandidatexamen) i ämnet företagsekonomi Författare: Josefin Aronsson och Anton Lindström Handledare: Monika Wallmon Datum: 2023 – januari Syfte: Studiens syfte är att ur ledarens perspektiv undersöka hur ledarskapet påverkas av relationen mellan en ledare och en medarbetare. Mer specifikt, vilka konsekvenser det får i form av eventuell diskriminering av medarbetare eller för vilken utsträckning som ledaren delegerar egenmakt till medarbetaren. Studiens grund utgörs av LMX-teorin (leader-member exchange), där relationerna mellan en ledare och de enskilda medarbetarna står i fokus. Ledarens perspektiv är inte studerat i en tillräcklig utsträckning, och flertalet forskare efterlyser en större förståelse för ledarens sida av relationen.  Metod: En kvalitativ metod har använts och det empiriska materialet har samlats in genom intervjuer med tio olika ledare från åtskilda organisationer. Respondenternas svar har behandlats mot sin unika kontext, men också jämförts mot varandra. Mönster och teman i materialet har lyfts fram i studiens resultat, och sedan granskats och analyserats med den teoretiska referensramen som bakgrund. Resultat och slutsats: Huvudsakliga slutsatser är att relationen till medarbetaren till en viss del påverkar hur kontrollerande ledaren är, vilka arbetsuppgifter som ledaren tilldelar medarbetaren och hur mycket frihet som delegeras gällande arbetsuppgiftens utförande. Medarbetaren påverkar starkt hur personlig relationen mellan parterna är. Starka relationer kan innebära en fördel genom att medarbetares prestation gynnas, men det kan också vara så att ledaren bygger starka relationer till medarbetare som är mer engagerade och högpresterande. Ledaren diskriminerar inte vissa medarbetare på grund av godtyckligt gillande från ledarens sida, men däremot är det samma faktorer som ligger bakom att en relation blir stark som också kan vara rättvisa skäl till att vissa medarbetare får vissa förmåner, som att de presterar bättre. Examensarbetets bidrag: Studien bidrar till en mer nyanserad bild av LMX-modellen genom att beskriva ledarens perspektiv och vad ledaren ser är viktigt för att relationen till en medarbetare ska kunna växa sig stark. Vidare medför studien en nyansering av modellen genom att det konstateras att medarbetare vilka ledaren har en lägre relation till inte behöver vara diskriminerade av ledaren. Det praktiska bidraget är en ökad kännedom om hur ledare påverkas av relationen till sina underordnade, vilket kan ge värdefulla insikter till chefer. Förslag till fortsatt forskning: Undersöka om den erfarenhet som en ledare besitter i sin roll har en påverkan för hur ledaren ser på relationen till sina underordnade. Även studier kring hur relationer påverkar ledaren beroende på arten av organisationens uppdrag föreslås samt om det finns några nackdelar för en chef att ha en god och nära relation till sina medarbetare. Nyckelord: Ledarskap, relationen mellan ledare-medarbetare, LMX-teorin, attribution. / Title: Is leadership in the hands of the employee? - A study about leadership from the leader’s perspective Level: Student thesis, final assignment for Bachelor Degree in Business Administration Authors: Josefin Aronsson and Anton Lindström Supervisor: Monika Wallmon Date: 2023 - January                                                                           Aim: The aim of the study is to, from the leader’s perspective, examine how the relationships between the leader and his or her followers affects the leadership. More specifically, which consequences it brings on the matters of discrimination of some employers or to what extent the leader is willing to empower the employer. The foundation of the study consists of the LMX-theory (leader-member exchange), where the focus is on the relations between a leader and follower. The perspective of the leader has not been sufficiently studied before, and several authors enquire for a greater understanding of the leader's view of the relationship. Method: A qualitative method has been used, and the empirical material has been collected through interviews with 10 different leaders from diverse organizations. The result from each interview has been processed with the unique context in concern, but the different results has also been compared to each other. Identified patterns are presented in the result of the study, which then has been reviewed and analysed against the theoretical framework. Results and conclusions: The main conclusions from the study is that relationships with employees do have an impact on how much control the leader urges, which tasks the leader assigns to an employee, and how much freedom that the employer gets regarding the execution of a task. The followers affect largely how private the relationship between the parties are. Highly valued relations can benefit the performance of the employers, but it could also be that the leader chooses those employees who are dedicated and perform well when building strong relations. Leaders do not discriminate against some employers on the basis of arbitrary liking, but at the same time it is the same factors which can be seen lead up to that some relationships growing strong, as could be acceptable reasons why a certain employee gets some favours - such as that the employee is performing well. Contribution of the thesis: The study contributes to a more nuanced picture of the LMX-model, though it views the relations from the perspective of the leader and brings clarity of what the leader values in a relationship in order for it to mature and become strong. The model also becomes more nuanced through the highlights of the fact that the leader does not discriminate followers that he or she has a slightly less valued relationship to. The practical implications of the study is a greater knowledge about how leaders are affected by the relationships with the followers, which can give practicing managers some great insights. Suggestions for future research: Examine if the leader’s experience does have an effect on how the leader look upon the relationship with his or hers followers. Studies regarding if the organisations’ mission can matter for the leaders view on relationships are also suggested, and also if there are some disadvantages with strong relations between leader-member. Key words:  Leadership, relations between leader-employee, LMX-theory, attributions.

Made available in DSpace on 2016-03-15T19:25:50Z (GMT). No. of bitstreams: 1 Nereida Silveria.pdf: 1043135 bytes, checksum: 77740a92d7c758cec23075ec4c0f5ecb (MD5) Previous issue date: 2007-02-06 / Fundo Mackenzie de Pesquisa / The study investigated the effect of similarity and dissimilarity in characteristics of different depth levels, perceptual or real, over the superiors and subordinate relationship quality through LMX (Leader-Member Exchange) viewpoint. The characteristics investigated were gender and age at the superficial level and work family conflict at deep level. The study counted with the comparative data of 89 dyads. The results indicate the influence of general similarity perception in the quality of superiors and subordinate relationship. The stronger the similarity perceived, better the dyadic relationship. This effect increases when subordinate declares satisfied with the quality and frequency of the contact with his/her superior. Results demonstrate that similarity perception does not correspond to real similarity or dissimilarity, but this correspondence is enhanced when the contact is satisfactory. / O estudo buscou investigar os efeitos da similaridade e dissimilaridade em características de diferentes níveis de profundidade, reais ou percebidas, na qualidade da relação de superiores(as) e subordinados(as) sob a ótica da LMX (Leader-Member Exchange). As características investigadas foram gênero e idade, no nível superficial e conflito família-trabalho no nível profundo. O estudo contou com os dados comparativos de 89 díades. Os dados indicam a influência da percepção de similaridade geral na qualidade da relação de superiores e subordinados. Quanto maior a similaridade percebida, melhor a relação diádica. Este efeito é ampliado quando o(a) subordinado(a) se declara satisfeito(a) com a qualidade e a freqüência do contato com seu/sua superior(a). Resultados demonstram que a percepção de similaridade não corresponde à similaridade ou dissimilaridade real, mas esta correspondência se amplia quando o contato for satisfatório.

<p>U radu su prikazani rezultati istraživanja uticaja etiĉnog pona&scaron;anja lidera (EL) na pojedine individu- alne i organizacione performanse, u preduzećima u Srbiji. Konkretno, istraživanje obuhvata ispitivanje uticaja etiĉnog pona&scaron;anja lidera (EL) na zadovolj- stvo poslom (JS), organizacionu posvećenost (OCM), finansijske performanse (FP), zadovoljstvo komunikacijom CS) i organizaciono uĉenje (OL). Pored toga, ispitana su moderatorna dejstva ĉetiri moderatora: LMX4 - profesionalnog respekta prema lideru (LMX dimenzija), ITW4 poverenja u akcije menadžmenta (dimenzija meĊusobnog poverenja na poslu) pola ispitanika i godina starosti ispitanika, na odnos etiĉnog pona&scaron;anja lidera i posmatranih performansi. Podaci su dobijeni anketriranjem N = 380 srednjih menadžera iz 102 preduzeća u Srbiji. Od metoda statistiĉke obrade podataka kori&scaron;ćeni su: deskriptivna statistika, korelaciona analiza, regresi- ona analiza, i hijerarhijska regresiona analiza za ispitivanje moderatornog dejstva.<br />Osnovni zakljuĉci istraživanja uticaja etiĉnog pona- &scaron;anja lidera na zadovoljstvo poslom, organizacionu posvećenost i finansijske performanse su: 1. Dimenzije etiĉnog pona&scaron;anja lidera koje imaju najveći uticaj na posmatrane performanse su: Skala etiĉkog liderstva (EthicalLeadershipScale), kao generalna dimenzija, Podela moći, Orijentacija na ljude i po&scaron;tenje (Power sharing, People orientation and Fairness). 2. Visoko etiĉno pona&scaron;anje lidera naj- vi&scaron;e doprinosi sledećim dimenzijama zadovoljstva poslom: zadovoljstvo platom, &scaron;anse za napredovanje i dodatne privilegije. 3. Od finansijskih stavki (fina- ncial performance items), visoko etiĉno pona&scaron;anje lidera najvi&scaron;e utiĉe na produktivnost i profitabilnost. 4. Etiĉno pona&scaron;anje lidera ima snažniji pozitivan uticaj na organizacione performanse nego na finan- sijske performanse. 5. Kada su u pitanju moderatori LMX4 &ndash; profesionalni respekt prema lideru (LMX dimenzija) i ITW4 &ndash; poverenje u akcije menadž- menta (dimenzije meĊusobnog poverenja na poslu), zakljuĉak je da kod oba moderatora postoji sliĉan smer delovanja moderacije: u nepovoljnim uslovima (niska struĉnost lidera / nedostatak poverenja u<br />strategijsko delovanje lidera) etiĉno pona&scaron;anje lidera ima znatno veći uticaj na posmatrane performanse.<br />Osnovni zakljuĉci istraživanja uticaja etiĉnog pona&scaron;anja lidera na zadovoljstvo komunikacijom i organizaciono uĉenje su: 1. Etiĉno pona&scaron;anje lider- stva ima dvostruki uticaj: a) pojedinaĉni, liĉni, ljudski, koji vi&scaron;e deluje na zadovoljstvo komuni- kacijom, i b) organizacioni, sistemski, koji vi&scaron;e deluje na organizaciono uĉenje. 2. Postoji izraženo pozitivno prediktivno dejstvo dimenzija etiĉnog pona&scaron;anja liderana dimenzije zadovoljstva komunikacijom i dimenzije organizacionog uĉenja. 3. Moderatorno dejstvo pola ispitanika na posmat- rane odnose je veoma slabo. Kod žena postoji snažniji pozitivan uticaj dimenzija etiĉnog pona&scaron;anja lidera na posmatrane performanse, dok je kod mu&scaron;karaca taj uticaj pozitivan, ali slabiji. 4. Moderatorno dejstvo godina starosti ispitanika na posmatrane odnose snažno je izraženo kod pojedinih dimenzija zadovoljstva komunikacijom, dok je kod dimenzija organizacionog uĉenja veoma slabo. Kod starijih srednjih menadžera postoji snažniji pozitivan uticaj dimenzija etiĉkog pona&scaron;anja lidera na posmatrane performanse, dok je kod mlaĊih srednjih menadžera ovaj uticaj pozitivan, ali slabiji.</p> / <p>The paper presents the results of the study of the influence of the leader&#39;s ethical behavior on individual and organizational performance in enterprises in Serbia. Specifically, the study consists of the examination of the (EL) influence on job satisfaction (JS), organizational commitment (OCM), financial performance (FP), satisfaction with communication CS) and organizational learning (OL). In addition, best of theseaspects have been examined: (LMX dimension). ITW4 trust in the<br />management actions (dimension of mutual trust at work), gender and age of examiness, ethical behavior of leaders to bserved performance ratio. The data were obtained by interviewing N = 380 middle managers from 102 companies in Serbia according to methods of statistical data processing that were used: descriptive statistics, correlation analysis, regression analysis, and hierarchical regression analysis for testing moderating facts. The main conclusions of research on the effect of ethical behavior of leaders in job satisfaction, organizational commitment and financial performance are: 1. The observeddimensi- ons of ethical behavior of leaders that have the greatest influence on performance are: Skala ethical leadership (Ethical Leadership Scale), as a general dimensions, division of power, Orientation to people and to honesty (Power sharing, People orientation and Fairness). 2. The high ethical behavior of the leader contributes most to the following dimensions of job satisfaction, satisfaction with salary, chances for advancement and additional privileges. 3. As for financial performance items, the high ethical behavior of the leader has the greatest influence on productivity and profitability. 4. The ethical behavior of a leader has a stronger positive impact on organizational performance than on financial one. 5. When it comes to moderators LMX4 - professional respect for the leader (LMX dimension) and ITW4 - confidence in management actions (the dimensions of mutual trust at work), the conclusion is that both moderators have a similar direction of moderation: under unfavorable conditions (low The competence of the leader / lack of confidence in the strategic performance of the leaders) the ethical behavior of the leader has a significantly greater impact on the observed performance. The basic conclusions of the study of the influence of the leaders&#39; ethical behavior on communication satisfaction and organizational learning are: 1. Ethical leadership behavior has a twofold effect: a)individual, personal, human, which no longer improves the pleasure of communication, and b) organizational, systemic, which no longer works on organizational learning. 2. There is a strong positive predictive effect on the dimension of the<br />ethical behavior of the leader on the dimensions of communication satisfaction and the dimension of organizational learning. 3. The moderate effect of half the respondents on the observed relationships is very poor. In women, there is a stronger positive impact on the dimensions of the ethical behavior of the leader on the observed performances, while in men this effect is positive, but weaker. 4. The moderate effect of the age of the examinees on the observed relationships is strongly expressed in certain dimensions of satisfaction with communication, while in the dimensions of organizational learning it is very weak. In older middle managers there is a stronger positive impact dimensions of ethical behavior of leaders on observed performance, while in the younger middle ones, the impact is positive, but weaker.</p>

[pt] Esta pesquisa teve como objetivo investigar a influência das relações entre líderes e liderados sobre a percepção de Justiça Interacional e esta sobre o Julgamento de Retaliação Organizacional, bem como o papel da Identificação Organizacional, da Desidentificação e da Identificação Ambivalente como mecanismos moderadores desta dimensão perceptiva e de julgamentos sobre comportamentos retaliativos. Trata-se de um estudo de natureza quantitativa, que buscou explorar os modelos e analisar as hipóteses propostas. Foram realizadas regressões múltiplas utilizando-se as diferentes variáveis dependentes, objetos do estudo. A pesquisa foi realizada em duas organizações pertencentes aos setores comercial e de saúde, contando com um quadro amostral significativo. Os resultados indicaram que, em ambas as organizações, confirmou-se a associação entre a Relação Líder-Seguidor e Justiça Interacional. Não foi possível confirmar a associação entre a Relação Líder-Seguidor e o Julgamento de Retaliação Organizacional. Além disso, como um achado desta pesquisa, a Identificação Organizacional foi mais significante na predição do Julgamento de Retaliação Organizacional como uma variável independente do que como um dos moderadores da associação entre a Justiça Interacional e o Julgamento de Retaliação Organizacional. / [en] This research aimed to investigate the influence of the Leader-Follower Relationship on Interactional Justice and, through the possibilities of Organizational Identification, Disidentification and Ambivalent Identification, the influence of this perception of justice on the Judgment of Organizational Retaliation. It is a quantitative study, which sought to explore the models and analyze the proposed hypotheses. Multiple regressions were performed considering different dependent variables, objects of the study. The research was carried out in two organizations belonging to the commercial and health sectors, with a significant sampling frame. The results indicated that, in both organizations, the association between the Leader-Follower Relationship and Interactional Justice was confirmed; but it was not possible to confirm the association between the Leader-Follower Relationship and the Organizational Retaliation Judgment. As a finding of this research, the Organizational Identification was more significant in the prediction of the Organizational Retaliation Judgment as an independent variable than as one of the moderators of the association between Interactional Justice and the Organizational Retaliation Judgment.